Eeo Self Identification: Fill & Download for Free

First, the direct answer: because that is the law in the U.S. From the website of the United States Equal Employment Opportunity Commission, giving instructions to employers: “Do not use or add any Race/Ethnicity categories other than those used on the EEO-1 Survey Form.”Now the more detailed answer. This list of categories combines both race and ethnicity. “American” is neither: it is a nationality. Most of the categories listed are races rather than ethnicities. “Race” is not about where you were born, but where your ancestors lived for a long time. Put another way, where your ancestors evolved over millennia, or before the Age of Exploration, which started in the 15th century.All the racial categories are described as “a person having origins in any of the original peoples of [some place].” (Slightly different wording for Black people, because the EEOC makes a distinction between people from north Africa and the black people from farther south.) The fact that you were born in the United States is irrelevant in the context of racial categories. People of all races live in the U.S.The only ethnicity singled out in the EEOC form is “Hispanic or Latino.” Again, such a person can be of any race. The ethnicity is defined this way: “A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin regardless of race.”Here is the list of categories on the form, with definitions.EEO-1 Voluntary Self Identification Form

Employers use diversity and inclusion initiatives for both compliance obligations and to increase the overall bottom line with a more diverse workforce. Developing a diversity and inclusion initiative involves four main phases:Data collection and analysis to determine the need for change.Strategy design to match business objectives.Implementation of the initiative.Evaluation and continuing audit of the plan.The following nine steps break down these main phases into action steps employers can take to develop a diversity and inclusion initiative.Step 1: Compile DataEmployers must first know what their workforce looks like compared with the labor market. By capturing data on employee demographics, an employer is better able to understand the diversity of its employees and identify any areas of concern or trends. Historically, these data have included federal and state protected categories; however, recent trends indicate that other factors, such as personality type and thinking/learning style, may also be of value, though perhaps harder to find national comparative data for. If so, an employer may have to track its own data on these categories over time and determine what need for change may exist. Demographic data may include the following:Age.Disability.Ethnicity/national origin.Family status.Gender.Gender identity or expression.Generation.Language.Life experiences.Organization function and level.Personality type.Physical characteristics.Race.Religion, belief and spirituality.Sexual orientation.Thinking/learning styles.Veteran status.Multiple resources are available to capture these data. Some employers may already have much of this information available in their HRIS system from affirmative action plans and EEO reporting obligations. However, most employers will need to survey their workforce through voluntary self-identification to obtain additional data such as religion and sexual orientation. It may be challenging to gather diversity data from employees initially, especially when employees are unsure of how the data will be used or if there is general distrust of leadership in an organization. If this is the case, an employer may want to use a third party or survey technology to capture information that will be reported in aggregate without identifying information.In addition, it would be useful to gather information about the current company culture regarding diversity and inclusion. Again, surveying employees can help shed light on their perception of the company in relation to encouraging and appreciating diversity in the workplace. See Diversity Survey.Nontraditional differences such as personality traits or life experiences can also be measured. Employers can conduct personality testing of the workforce or include open-ended questions on employee surveys to collect information regarding life experiences or other information employees may want to share about themselves.Step 2: Identify Needs and/or Areas of ConcernOnce data are collected, underrepresented areas can be identified. To do so, employers should begin with a high-level review of demographics such as age, sex and race representation, and then continue to drill down by location, department, position, etc. Identification of underrepresented areas can include questions such as:Is management full of older white males?Does the accounting department tend to hire only females?Are employees at the West Coast branch more ethnically diverse than their East Coast counterparts?Additional information gained from employee surveys can help identify other areas of concern. Employee attitudes on culture may or may not match the demographic survey results. If they do match, then the employer has a clearer path to what change is needed; if not, the organization may wish to conduct employee focus groups to better understand the disconnect. In addition, if results indicate little to no diversity in sexual orientation or religion, for example, it is possible that individuals don't have trust in the organization to divulge such personal information. As suggested in the previous step, employers may need to outsource the data collection or use other means to collect data anonymously.Step 3: Address Policies or Practices Affecting DiversityEmployers must determine if there are barriers impeding the employment of individuals from different demographic groups. Organizations should consider if any policies or practices need to be eliminated or adjusted. Some examples to start with include:Employee referral programs: Studies show that although employee referral programs can be an excellent sourcing solution, they often result in "like me" referrals, where employees refer candidates of the same race, religion, national origin or other class. This can lead to adverse impact and claims of illegal discrimination; it can also thwart diversity initiatives. Employers may need to limit the use of employee referrals or consider other sourcing options to supplement the referral program.Unconscious biases: Are there certain departments that are underrepresented in relation to the labor market? Is it possible that the hiring manager is selecting individuals based on biases against certain groups? If a particular manager's department is significantly less diverse than other departments, a review of the selection procedures of that particular manager may be warranted.Company culture: Apparent preferences toward pro-life, traditional marriage and other aspects often associated with religious beliefs can repel candidates of differing beliefs or lifestyles. An annual Christmas party and recognizing only Christian holidays in a workplace can unintentionally send a message that only Christian employees are welcome. Employers must consider holding a holiday party instead and provide floating holidays that employees may use for the multitude of religious observances.Political preferences: An employer with political signs and/or messages on its property may discourage individuals with different viewpoints from applying. A bumper sticker on an employee's car supporting a candidate who differs from a manager's choice can affect the manager's perception of the employee, as well as the manager's decisions regarding pay, performance and promotion. An employer must consider how political preferences may be creating a disadvantage for applicants as well as current employees and remove those barriers by physically removing political messages in the workplace and/or training the workforce about respecting differing opinions. The organization must take appropriate disciplinary action when employees, including supervisors or managers, are intolerant of differences.Step 4: Identify Business ObjectivesIdentifying how a diverse and inclusive workforce can aid in achieving business objectives aligned with the company's strategy is the next step in the process. The organization must set specific goals related to diversity and inclusion based on the company's strategic objectives. For example, the U.S. Department of Veterans Affairs (VA) has a goal as part of the overall strategic plan to "Make VA a Place People Want to Serve."1As part of this goal, increasing diversity index scores is one of the agency's performance indicators. Because its clients are becoming more diverse, the agency is responding by embracing a more diverse and inclusive workforce to better serve the population. Specific diversity goals were created to recruit more white and Hispanic males as well as Hispanic females after a comparison with the available labor market.Another example might be around a business goal to create more innovative products an employer can introduce quickly to surpass the competition. To do so, the employer wishes to increase innovation in the research and development (R&D) teams. One way to accomplish this goal could be to build cultural competence and inclusive decision-making within the team through training, which could more effectively harness existing team diversity and capitalize on diverse ideas.Step 5: Procure Buy-in and SupportFor the diversity initiative to succeed, senior level buy-in and support are vital. Senior management must understand the business case for diversity and inclusion initiatives, with direct links to the company's strategic goals. It is helpful to identify a senior-level champion who can be tasked with visible support of the initiative and ultimately responsible for keeping the program "alive."Another task is to identify how management will be held accountable for supporting and engaging in the diversity and inclusion initiatives. Examples of manager expectations include ongoing dialogue with staff regarding diversity and inclusion, training for team members, and holding direct reports accountable for their individual actions related to fostering a diverse and inclusive workplace.An optional but recommended step is to create a diverse committee of employees from all levels with visible leadership presence and support. The committee is tasked with implementing the goals defined in the previous step and promoting diversity and inclusion in the workplace. The employer should provide the committee with a clear mission, defined budget and expectations/performance indicators. Diversity committees meet regularly and are typically tasked with the following:Promoting training and events to bring awareness to diversity and inclusion in the workplace.Engaging co-workers in diversity and inclusion conversation and training.Reviewing and developing policies and procedures that will promote workplace diversity and inclusion.In the absence of a diversity and inclusion committee, an employer can designate responsibility for the above tasks to management or consider hiring a diversity and inclusion specialist to run the program.Step 6: Implement InitiativesExamples of diversity and inclusion initiatives are changes in policies and practices, staff training, targeted recruiting, and employer-sponsored diversity and inclusion awareness events for employees. The employer must develop an action plan to implement these initiatives by setting realistic goals and starting with the elements that have the greatest business value or that are readily achievable to build momentum for the initiative.Below is an example of an action plan:Initiative: Build R&D team cultural competence and inclusive decision-making to ensure the team can more effectively harness existing team diversity and capitalize on diverse ideas.Responsibly: SVP R&D, Director R&DAction items: Cultural awareness and competency training, team-building exercises, ongoing dialogue regarding diversity and inclusion with R&D team one on one as well as during team meetings.Timeframes: Culture awareness and competency training: within 6 months; team-building exercises: annual staff retreat and monthly meetings; ongoing dialogue: as needed and ongoing during staff interactions and meetings.Step 7: Communicate the InitiativesEmployers must identify different stakeholders and design messages for each stakeholder to inform, educate, engage or empower as appropriate. People vary in how they understand messages, and it is important for each person to receive an ongoing stream of communications about the initiatives. The communication plan should incorporate executive presentations and all available media, including social media. Newsletters, intranet and e-mail can also be successful communication tools. The organization should use metrics and success stories to connect the diversity and inclusion efforts to its own goals and strategic plan.Step 8: Measure and Disseminate OutcomesIt is imperative to measure the results of the diversity initiatives that have been implemented. Outcomes such as increased representation of identified groups and improved employee survey scores should be captured. Other measurements, such as improved employee retention, and public recognition, such as employer awards or social media accolades, can also indicate how an employer is performing in its diversity and inclusion initiatives. Although some efforts may seem intangible, there are measures that can indicate the success levels of such action items. If diversity training is implemented to increase retention, participant retention can be tracked over time, and participants can be surveyed to determine if training was a factor, and how much so, in their continued employment.The results of the initiatives should be communicated at all levels to demonstrate the return on investment and value-add to the organization. Communication tools can include infographics for senior leadership meetings and public affairs, memos to staff, and company website videos for potential candidates.Step 9: Review and AdjustDiversity and inclusion initiatives are not static, and an ongoing review of the workforce and a response to changing needs are necessary. The employer must establish procedures for periodic review of the diversity and inclusion initiatives and goals. After a diversity initiative has been implemented for a period of time, the employer should resurvey employees regarding their perceptions of the company's efforts. Periodically, an organization may need to start at step 1 again and collect data to refocus its diversity and inclusion program.https://www.shrm.org/resourcesandtools/tools-and-samples/how-to-guides/pages/how-to-develop-a-diversity-and-inclusion-initiative.aspx

This is a very long list presented at a NALP conference in 2014. That was a long time ago, and the list has — no doubt — expanded.Pass the Baton, llcSusan Gainen / 1390 Carling Drive #207, St. Paul, MN 55108 / 651-917-0219 / [email protected] @PTBSusanGainen ©2013NON-TRADITIONAL JOBS FOR LAW-TRAINED PROFESSIONALSAt the 1996 National Association for Law Placement Annual Meeting, two career services directors* reported on a survey that they had conducted of a number of their graduates who had alternative careers. Some of the “Helpful Background” reflects the specific experiences of the survey’s respondents. I have added additional job titles to their very excellent work and included an additional list of job titles. You will find some consistent themes: just as in traditional legal positions, key skills are writing, analysis, communication and interpersonal skills. Their categories are:Alternative Dispute ResolutionArts/MediaCorporateEducationFinancial ServicesGovernmentFund Development (Institutional Advancement)HR/RecruitmentLegislation/LobbyingNon-Profit ManagementALTERNATIVE DISPUTE RESOLUTIONMediator (Small ADR Company)FUNCTIONS: Mediates disputesSKILLS: negotiation, mediation, fact analysis, issues ID, ability to distinguish fact patterns, aware of risks & liabilitiesQUALIFICATIONS - MINIMUM/PREFERRED: B.A. /interpersonal skillsHELPFUL BACKGROUND: Substantive training in a specific practice, government practice, mediation trainingExecutive director (Non-profit mediation service)FUNCTIONS: Oversee & administer all activities, promote services, manage & train staff, mediate & facilitate negotiationsSKILLS: Negotiation/mediation, persuasion, general legal knowledge, work independently, presentation skills, leadership and managementQUALIFICATIONS - MINIMUM/PREFERRED: Management and fundraising experience/ J.D.HELPFUL BACKGROUND: ADR courses and clinics in law school, litigation in private practiceARTS/MEDIAAssociate Publisher (Legal monthly newspaper)FUNCTIONS: Promotions and PR, advertising, sales, selection of editorial features; some writing for the publicationsSKILLS: Writing, issues identification, negotiation, teamwork, presentation skillsQUALIFICATIONS - MINIMUM/PREFERRED: Sales experience/ Legal networkHELPFUL BACKGROUND: Law firm practices, conference and corporate sales; communications experienceMarketing director (Private health care provider)FUNCTIONS: Marketing, PR to estate planning professionals, in-house education for health-care managersSKILLS: Legal knowledge (T&E), legal terminology, risk awareness, risk management, issues identification, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Banking experience/ JDHELPFUL BACKGROUND: Public finance, bank trust experience, marketing experienceManaging director (Theatrical Production Company)FUNCTIONS: Promotions, financial planning, writing, performingSKILLS: Writing, risk awareness, general legal knowledge, rules and regulations, interpreting contracts, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Some experience in arts /tenacity, faith & confidenceHELPFUL BACKGROUND: B.A. and M.A. in theater, artist or agent experienceCORPORATEAssistant director (Bar Review Company)FUNCTIONS: Personnel, sales promotion, management, administration, technology developmentSKILLS: Negotiation/mediation, presentation skills, persuasion, teamwork, ability to work independentlyQUALIFICATIONS - MINIMUM/PREFERRED: JD / self-motivated, excellent interpersonal skillsHELPFUL BACKGROUND: Sales experience, student rep for law-related productsInternational Tax Manager (Large Corporation)FUNCTIONS: Research US and foreign tax law; coordinate transactions; advise HR on international compensation; tax planning; tax return preparationSKILLS: Issues identification; writing ability, research skills, teamwork, ability to distinguish fact patterns, leadership skills, management experienceQUALIFICATIONS - MINIMUM/PREFERRED: 5 years international tax experience, CPA, advanced degree (JD or MS Tax or MBA)HELPFUL BACKGROUND: CPA, law clerk in large corporate tax department, tax consulting with large accounting firmProgram Manager (Large Computer Corporation)FUNCTIONS: Personnel and budget management; negotiate government contractsSKILLS: Negotiation, drafting, leadership and teamworkQUALIFICATIONS - MINIMUM/PREFERRED: B.A. & experience with a corporation / MBAHELPFUL BACKGROUND: Coursework in financial management and planning; government contracts; contracts administrationProperty Records (Department Store)FUNCTIONS: Analyze, interpret & draft leases and operating agreements; manage finance agreements, track documents for commercial property transactionsSKILLS: Negotiation/mediation, familiarity with legal terms, general legal knowledge, research skills, writing abilityQUALIFICATIONS - MINIMUM/PREFERRED: B.A. + 3-5 years real estate experience / JDHELPFUL BACKGROUND: Law clerk for the employer or experience at another real estate practiceRegional Sales Coordinator (Software Company)FUNCTIONS: Sales & account management for a law-school-related productSKILLS: Negotiation/mediation, presentation skills, persuasion, teamwork, work independently, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: - /knowledge of law school experienceHELPFUL BACKGROUND: judicial law clerk, private practice, sales with other law-related computer companyVP Corporate Finance (Hospital)FUNCTIONS: Capital structure management; oversee M&A; financial planning, manage joint venture investmentsSKILLS: Teamwork, presentation skills, writing ability, issues identification, persuasion, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Business degree, 4-6 years financial experienceHELPFUL BACKGROUND: Legal corporate experience or investment banking, CPA; BS economics; MBA with emphasis in health care; lower level corporate positions with hospitals; director of corporate planningEDUCATIONAssistant to the Dean (Public University)FUNCTIONS: Grievance officer; faculty advocate in grievance proceedings; administrative managementSKILLS: Negotiation/mediation, fact analysis, teamwork, counseling, persuasionQUALIFICATIONS - MINIMUM/PREFERRED: Master’s degree (or JD); administrative experience, oral & written communication skills/ Political savvy, knowledge of university grievance proceduresHELPFUL BACKGROUND: Doctoral courseworkDirector, Professional Development Centers & Institutes (Graduate Business School)FUNCTIONS: Provide leadership for non-degree professional programs; develops programs, courses and outreach activities; fundraisingSKILLS: Negotiation/mediation; ability to distinguish fact patterns; issues identification; fact analysis, fundraising, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Advanced degree; understanding of life-long learning process, experience in various organizational settingsHELPFUL BACKGROUND: Leadership and managementProgram Attorney (Continuing Legal Education Provider)FUNCTIONS: Plan, market, budget, present CLE seminarsSKILLS: Persuasion, issues identification, presentation skills, general legal knowledgeQUALIFICATIONS - MINIMUM/PREFERRED: Some adult education experienceHELPFUL BACKGROUND: JDPracticum Coordinator (Law School)FUNCTIONS: Schedule and coordinate student placements; student counseling; document management; interface with facultySKILLS: Work independently; fact analysis; issues identification; ability to distinguish fact patterns; personal skills, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Computer proficiency; complex project management experience; communication & problem solving skills / knowledge of legal process & court procedures or JDHELPFUL BACKGROUND: Administrative assistant experience; student manager of a law school clinicFINANCIAL SERVICESVP Financial Planning (Large Bank)FUNCTIONS: Estate and financial planning in trusts & estates departmentSKILLS: Issue identification, fact analysis, and presentation skills, work independently, interpret contracts, rules and regulations, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: JD, financial planning experienceHELPFUL BACKGROUND: solo practice, judicial law clerking, LLM in tax, NASD registered representativeVP Financial Planning Officer (Trust Company)FUNCTIONS: Financial planning, client presentations, create financial products, insurance underwriting and compliance, general legal knowledgeSKILLS: Issues identification, writing ability, fact analysis, work independently, general legal knowledge, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Insurance experience / JD or CPAHELPFUL BACKGROUND: Life insurance underwriter, marketing department of an insurance companySenior Vice President, Indirect Products (Large Bank)FUNCTIONS: Sales management, product development, marketingSKILLS: Negotiation/mediation, awareness of risks, liability, persuasion, presentation skills, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: MBA or finance, or management experience / JDHELPFUL BACKGROUND: Commercial loan group manager, indirect products managerPartner (CPA Firm)FUNCTIONS: Personnel/firm management, tax planning, business developmentSKILLS: Ability to distinguish fact patterns, awareness of risk, liability, fact analysis, general legal knowledge, teamwork, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: CPA, accounting degree / MS Tax or JDHELPFUL BACKGROUND: Accounting degree, solo law practice, CPAClaim Representative (Small Insurance Company)FUNCTIONS: Case management of malpractice claims, hire defense counsel, negotiate settlements, and draft legal documentsSKILLS: General legal knowledge, negotiation/mediation, issues identification, writing ability, fact analysisQUALIFICATIONS - MINIMUM/PREFERRED: JD or solid grasp of legal principles and proceedingsHELPFUL BACKGROUND: Personal injury paralegal, private practice in a small firmClient Service Representative (Trust Corporation)FUNCTIONS: Administrative review, pension planningSKILLS: Interpret contracts, rules and regulations; general legal knowledge, familiarity with legal terms, teamwork, work independentlyQUALIFICATIONS - MINIMUM/PREFERRED: JDHELPFUL BACKGROUND: Solo practice, instructor in a community college paralegal program, MBA with emphasis in employee benefitsSR. VP, Insurance Services (Small Corporation)FUNCTIONS: Management, legal advising, government regulations, regulatory complianceSKILLS: Interpret contracts, rules and regulations, negotiation/mediation; presentation skills; writing ability; issue identificationQUALIFICATIONS - MINIMUM/PREFERRED: Insurance & business law classes, BA / JD, CPCU-CLU designation, experience w/insurance products & regsHELPFUL BACKGROUND: Private practice; state department of insurance, real estate practiceVP Loan Review (Regional Bank Holding Company)FUNCTIONS: Supervise staff, monitor loan portfolios, credit administrationSKILLS: Awareness of risk/liability; issue identification; ability to distinguish fact patterns, writing ability, fact analysis, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: BA in business or accounting; credit experience / computer proficiencyHELPFUL BACKGROUND: MBA, commercial lending training with a bank or financial institution, credit officer, workout specialistFUND DEVELOPMENTMajor Gifts Officer (Non-profit social service)FUNCTIONS: Fundraising, advisor to investment committeeSKILLS: Negotiation/mediation, presentation skills, writing ability, persuasive skills, counseling, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Sales experience; commitment to the mission of the non-profit / Estate planning and tax experienceHELPFUL BACKGROUND: Private practice, securities license, stockbrokerSenior Gift Planner (Foundation)FUNCTIONS: Donor gift planning, endowment buildingSKILLS: Presentation skills, fact analysis, counseling, working independently; awareness of risk and liabilitiesQUALIFICATIONS - MINIMUM/PREFERRED: Commitment to the mission of the supported agencies; BA in business, finance / JDHELPFUL BACKGROUND: Non-profit volunteer experience (including fundraising), tax associate/supervisor at a CPA firm; private practiceDirector of Alumni Giving and Development (University)FUNCTIONS: Planning and coordinating alumni/ae activities, fundraising, developing planned giving campaignsSKILLS: Writing ability, persuasive skills, presentation skills, working independently, teamwork. Leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: BA / MA or JDHELPFUL BACKGROUND: Judicial law clerk, health care contract analyst, graduate work in public administrationDirector of Gift Planning (University)FUNCTIONS: Marketing, counseling and advising, administering planning giving programSKILLS: General legal knowledge, interpreting rules, contracts and regulations, excellent interpersonal skillsQUALIFICATIONS - MINIMUM/PREFERRED: Law degree, estate or financial planning experienceHELPFUL BACKGROUND: Earned PhD, private practiceGOVERNMENTDirector of Labor Relations (City)FUNCTIONS: Establish strategy and negotiate agreements, representative in grievance arbitration proceedingsSKILLS: Negotiation/mediation; interpret contracts, rules & regulations; risk awareness & management, presentation skills, persuasive skills; supervisory skillsQUALIFICATIONS - MINIMUM/PREFERRED: Management advocate / labor contract negotiation experienceHELPFUL BACKGROUND: Intermediary for a national labor organization; labor mediator (corporate, state or county)Executive Director (Legislative Commission)FUNCTIONS: Advocacy, research, legislative affairsSKILLS: (none provided)QUALIFICATIONS - MINIMUM/PREFERRED: (none provided)HELPFUL BACKGROUND: Political activity, community organizing, legal services advocacyAdvisor/Writer (Federal Appeals Office)FUNCTIONS: Advise judicial officers and write decisions on outcomes relating to disability appealsSKILLS: Fact analysis; writing ability; working independently, persuasion, general legal knowledge, time management skillsQUALIFICATIONS - MINIMUM/PREFERRED: Paralegal training / JDHELPFUL BACKGROUND: Disability casework while clerking for a Magistrate; disability insurance experienceProgram Consultant (State social services agency)FUNCTIONS: Policy and program development, contract administration/negotiation, trainingSKILLS: Writing; issue identification; interpret contract, rules & regulations; teamwork, presentation skillsQUALIFICATIONS - MINIMUM/PREFERRED: BSW or MSW, communication skills, training experience / JDHELPFUL BACKGROUND: BSW, guardian ad litem training, trial advocacy experienceFinancial Officer (State)FUNCTIONS: Oversee expenditure of and accountability for public fundsSKILLS: Negotiation, mediation, presentation skills, teamwork, issues identification, financial management, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: (none stated)HELPFUL BACKGROUND: City attorney, private legal practice, CPAAffirmative Action Director (City government)FUNCTIONS: Management training in EEO law and diversity issues; develop programs to recruit/retain diverse employees; assist dispute resolutionSKILLS: Counseling, persuasion, presentation skills, issue identification, ability to distinguish fact patterns, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Human rights administration; HR experience, industrial relations / employment lawHELPFUL BACKGROUND: EEO offices for state department; BA with business law emphasisDirector, Child Support Enforcement (Division of a state agency)FUNCTIONS: Program and budget management; long-term planning; interface with state, federal and county efforts; supervise a large staffSKILLS: Issues identification; presentation skills, risk awareness and management; work independently; superviseQUALIFICATIONS - MINIMUM/PREFERRED: Ability to formulate public policy; work with diverse constituencies / management experience, legal knowledge (child support enforcement)HELPFUL BACKGROUND: Community organizing; counsel for state legislative committee, children’s advocacy agencyCourt Administrator (State appellate court)FUNCTIONS: Supervision, management, carry out directions and implement policy made by the legislature and Supreme CourtSKILLS: Supervision, interpersonal skills, negotiation/mediation, project managementQUALIFICATIONS - MINIMUM/PREFERRED: BA / JD management experienceHELPFUL BACKGROUND: Legal practice, graduate degree, teaching experienceHR/RECRUITMENTSearch Consultant (Professional recruitment agency)FUNCTIONS: Client and business developmentSKILLS: Negotiation/mediation, working independently, persuasion, counseling, leadership, familiarity with legal terminology and all aspects of law practiceQUALIFICATIONS - MINIMUM/PREFERRED: Paralegal or JD training / Legal practice experienceHELPFUL BACKGROUND: Significant number of years of legal practice; close connections to the local legal communityOwner, President (Legal Placement Agency)FUNCTIONS: Management, financial operations, marketing and sales, strategic planning, supervisionSKILLS: Persuasion, general legal knowledge, counseling, issues identification. Leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Entrepreneurial visionHELPFUL BACKGROUND: Law firm or other legal practice; human resources experiencePlacement Director (Legal Staffing Agency)FUNCTIONS: Sales, marketing, recruitmentSKILLS: Negotiation/mediation, presentation, general legal knowledge, counseling, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Genuine enthusiasm for lawyers and law students; entrepreneurial & communication skills, sales & marketing experience / JD, legal experienceHELPFUL BACKGROUND: Owned and operated a small business, law firm experienceCareer Services Director (Law School)FUNCTIONS: Manage career development program for students & alumni; outreach to employers; communication with faculty and staffSKILLS: Ability to multi-task; negotiation/counseling; oral and written communication skills; high level of comfort with technology in the recruitment processQUALIFICATIONS - MINIMUM/PREFERRED: Genuine enthusiasm for law students and lawyers; JD or MS Counseling / law practice, legal staffing or counseling experienceHELPFUL BACKGROUND: Law Practice (public or private); significant counseling experienceRecruitment Manager (Large National Law Firm)FUNCTIONS: Training, marketing, recruitment, create & manage summer associate program; create and manage professional development (skills) training programSKILLS: Vision, teamwork, supervisory experience; budget management; presentation, written and oral communication skills; high level of comfort with the technological side of recruiting, leadership & management from the middleQUALIFICATIONS - MINIMUM/PREFERRED: B.A. / JD with practice experienceHELPFUL BACKGROUND: Legal practice, law school career services; bar association administrationManager, Employee Relations (Large Corporation)FUNCTIONS: Mediation, arbitration, negotiate/resolve discrimination and harassment cases; develop training programsSKILLS: Negotiation/mediation; issue identification; fact analysis; distinguish fact patterns; counseling; management, leadershipQUALIFICATIONS - MINIMUM/PREFERRED: 7+ years leadership experience; excellent judgment, strong interpersonal skills / MAIR, human resources exp.HELPFUL BACKGROUND: MBA; mediation training; other non-legal positions with corporate employersPresident (Management & Career Consulting Firm)FUNCTIONS: Small business management; career counseling; employee training, marketing trainingSKILLS: leadership, management, budgeting, strategic planningQUALIFICATIONS - MINIMUM/PREFERRED: Small business experience, counseling, marketing / JD and legal networkHELPFUL BACKGROUND: Legal practice, solo practice, counseling training, extensive human rights advocacy, extensive professional associate development; deep knowledge of law as a businessLEGISLATION/LOBBYINGGovernment Relations Assistant (Foundations’ Association)FUNCTIONS: Monitor federal legislation; write column and newsletter; organize lobbying and networking activities; advise regarding government and law-related activitiesSKILLS: Understanding of legislative process; writing ability; strong analytical and advocacy skills, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Hill experience (even as an intern) / JD or public policy degree or trainingHELPFUL BACKGROUND: Attorney for a nonprofit; solo practice; agency experienceLobbyist (Lobbying Corporation)FUNCTIONS: Represent corporate clients at state legislatureSKILLS: Teamwork, persuasion; general legal knowledge, presentation skills; issues identificationQUALIFICATIONS - MINIMUM/PREFERRED: BA with legislative experience (even as an intern) / JD or public policy degree or trainingHELPFUL BACKGROUND: Political science major; staff member for elected representativeDirector of Public Affairs (State Bar Association)FUNCTIONS: Develop and administer programs; fundraising; coordinate legislative agendaSKILLS: Work independently; writing ability; issues identification; presentation skills; teamworkQUALIFICATIONS - MINIMUM/PREFERRED: Fundraising background; knowledge of legislative process, experience managing volunteers / JDHELPFUL BACKGROUND: Assistant director of organizational development and training; legal education and mock trial coordinatorNON-PROFIT MANAGEMENTDirector, National training Project (Resource association for child care providers)FUNCTIONS: Advise/educate child care providers on tax preparation and business issuesSKILLS: Presentation, writing, persuasion, counseling, ability to work independently, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Broad knowledge of tax law, writing and speaking skills / JDHELPFUL BACKGROUND: Advocacy experienceExecutive Director (Conservation Agency)FUNCTIONS: Management; administration; fundraisingSKILLS: Negotiation/Mediation; writing ability; issue identification; general legal knowledge; presentation skills, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: Land transaction experience; communication skills / fundraising experience; organizational skills; JDHELPFUL BACKGROUND: Title insurance experience; private law practiceVP Community Relations (Philanthropic Organization)FUNCTIONS: Work w/ corps, churches, and politicians to establish public/private partnerships; leverage investments; create strategies to improve quality of lifeSKILLS: Critical/conceptual thinking; issues identification; presentation; teamwork, persuasion, leadership & managementQUALIFICATIONS - MINIMUM/PREFERRED: none listedHELPFUL BACKGROUND: Program management; resource allocation; graduate degree in public administration (community economic development)President (State Association of Non-Profits)FUNCTIONS: Government relationsSKILLS: negotiation/mediation, writing ability; issue identification; fact analysis; leadership and managementQUALIFICATIONS - MINIMUM/PREFERRED: Social service management experience / government relations experienceHELPFUL BACKGROUND: Graduate degree; public administration (finance); JD; state senate staffProject Director (National Charitable Organization)FUNCTIONS: Liaison between health care and social service providersSKILLS: Negotiation/mediation; presentation skills; fact analysis; leadership and managementQUALIFICATIONS - MINIMUM/PREFERRED: none listedHELPFUL BACKGROUND: Master’s in Public Policy; foundation fellowship; non-profit board service; private practice – estate planningDirector, Special Funds (Professional attorney association)FUNCTIONS: Implement and staff policy oriented projects; administrative support for task forces and committeesSKILLS: Presentation; issues identification; teamwork; persuasionQUALIFICATIONS - MINIMUM/PREFERRED: JDHELPFUL BACKGROUND: Legal practice, staff support for Supreme Court task force; lobbyist for social services agencyADDITIONAL JOB TITLESAcademic administrationAccounting firm: litigation supportAlumni relationsBar association managementBoard of Education (staff)City managerCLE administratorConsultant on dependent careContract administrationCourt TV writer, producer staffEnvironmental consultantFinancial plannerHealth care administrationJury selection consultantLaw librarianLegal publishing (Thomson West; Lexis, others)Risk management (insurance)Strategic Policy AnalystThanks to Joyce Laher (then Director of Career Services at Hamline Law School; now retired) and Gina Sauer (then Assistant Dean for Career Services at William Mitchell College of Law; now Director of Recruiting and Professional Development at Oppenheimer Wolff & Donnelly in Minneapolis.)Pass the Baton, llcSusan Gainen / 1390 Carling Drive #207, St. Paul, MN 55108 / 651-917-0219 / [email protected]© Susan Gainen 2014