From Hired to Fired in 9 Days: Understanding the Unexpected Turn of Events
During my time in college, I aspired to land a legal assistant or paralegal job at a firm that would help me grow and keep me on track for law school. But, to be honest, things haven’t quite turned out that way. This journey has thrown some tough challenges my way, which have been pretty overwhelming at times. Still, I’ve managed to stay strong and keep getting back up time and time again.
In December, I accepted what I believed to be a promising opportunity at a well-regarded law firm. Although I noticed several warning signs, I chose to overlook them. For instance, during the interview process, I waited over an hour for the hiring manager to join the call. Additionally, when I attended an in-person meeting, no one acknowledged my presence or informed me about the outcome of my interview. I ended up sitting in the reception area, where the receptionist had to inquire about the status of my interview, as I was left uncertain if it had concluded, having been told to wait for further instructions.
I contacted the staffing company to ask about the firm’s retention rate, and the Senior Consultant informed me that they have an impressive retention rate. I previously expressed my interest in a job opportunity that offers growth potential, ongoing learning, and training options. She stated that all of these items were supplied by the firm.
My initial start date was shifted from a Monday to a Tuesday due to the office manager’s illness. I accepted this change as I wanted to embrace this job opportunity. On that Tuesday, I selected my most professional outfit. I am aware of the stereotypes surrounding my generation, but I do not fit that mold. I opted for professional attire for my first day at work.
The lawyer who was supposed to assist me on my first day showed up at 11:00 AM, completely forgetting that Tuesday was my first day. You might be wondering why I didn’t just walk out of that office. But honestly, I was excited for a chance, and sometimes that eagerness can make you overlook things. The office manager appeared later that same day.
My first day was a total mess—nothing was set up, and I didn’t even have access to my computer or the programs I needed. During my interview, I mentioned I was switching from Defense to Plaintiff work. They said they liked that I didn’t know much about plaintiff stuff because it meant they could teach me everything from scratch. I let the attorney who was training me take me under her wing. By the end of that week, I had found a legal assistant who was willing to train me since half the office was off for the holidays.
I successfully opened my first case under his guidance while conversing with another legal assistant recommended by the attorney, who could help my development due to his extensive experience at the firm. Following her suggestion, I also sought to gain experience under his supervision. I made a conscious effort not to disturb the attorney who was initially assisting me, as I aimed to learn from those who perform this role on a daily basis.
It is essential to note that the perspectives of attorneys differ from those of paralegals or legal assistants. A legal assistant may have a distinct approach to case intake compared to the attorney, focusing solely on collecting the information that is deemed necessary while the legal assistant fills all the boxes out.
As the holidays approached everyone was ready to get out of the office including this attorney. Since I did not want to be intrusive I updated her in person on my progress and I was doing the remaining part of my training outside her office so she could see me working on my training with both legal assistants.
The following week was more of training and watching tutorials as they do not use CLIO instead they use FILEVINE. I completed a new system for me, so I got to learn it. In the meantime, I wrote notes and tried my best to gather all the information needed before the firm closed for the holidays.
On November 2nd, I received a call from the staffing agency inquiring about my lack of response to the assignments they claimed to have sent me. I informed them that I had not received any emails or texts regarding these assignments. Additionally, we had previously agreed that, due to my lack of tenure with the company, these three weeks would be unpaid. I questioned why they would expect me to work without compensation.
She was unable to give me a definitive answer because she is employed by the staffing agency that works for the firm that contracted me. She expressed her apologies and suggested that I contact the office manager. However, neither the office manager nor the attorneys who have been training me responded to my call; instead, I was directed to voicemail.
I was determined to advocate for myself and contacted the managing partner for clarification. He explained that the decision was made by the attorney overseeing my training and another senior partner within the firm. I acknowledged his response and thanked him for his time. Before concluding the call, I pointed out that it is unrealistic to expect performance at a 1 or 2-year level when I had only begun 9 days before the office closing for the holidays.
I am re-entering the job market. I may be transitioning away from law firms, as I am seeking a stable position rather than temporary employment lasting nine days or six months. Many legal assistants and paralegals remain silent to preserve their positions, as we all have families to support. However, the current environment often prioritizes superficial preferences and opinions regarding candidates rather than providing them with the opportunity to demonstrate their skills through a vote of confidence.
I wish I had clarity about the future; however, one thing I am certain of is my aversion to working in a toxic job environment that prioritizes appearance over the candidate’s skills. I am weary of expending my time and energy on transient positions. Instead of focusing solely on the candidates and expressing dissatisfaction with them, we should critically evaluate the management, hiring processes, and workplace environment that frequently contribute to high employee turnover.