LEGAL AUTHORITY

Networking and Your Job Search

J.J. — Wed, 04 Nov 2009 17:00:34 +0000

Networking and Your Job Search

Are you an attorney or law student who has just started your job search or is interested in transitioning to a new job? If you are, then don’t forget to include networking as part of your job search.

Some attorneys and law students feel that networking is not beneficial to their job search and career. However, networking is actually one of the most important and effective ways to land a job. It is also a skill that will help you long after you’ve obtained your new job (i.e., it will help you acquire and maintain relationships with clients). Other attorneys and law students feel that they just don’t have time to network. However, you should make time to network. After all, it is a great way to make connections that could possibly open up new opportunities and allow you to learn more about your areas of interest.

Preparing for Networking

Before you begin networking, you should think about what type of people you want to network with. Also, you should think about what type of job you’re interested in. Prepare answers to questions about your career and your interests. Also, make sure that you have business cards, resumes, cover letters, and references prepared. You want to be present yourself in a professional manner, and you want to be ready when the potential opportunity presents itself.

Ways to Network

1. One of the easiest ways to network is through local city, county, and state bar associations. If you are a law student, you can join the student membership section of the Bar association. Typically the different bar associations have meetings, seminars, and other gatherings where you can meet attorneys and other legal professionals in your areas of interest.

2. Another easy way to network is through your law school. Law schools have many social events and legal seminars that bring an array of legal professionals together. Additionally, ask your law school’s career counselor for a list of alumni who work in fields that interest you. While you’re at it check out the alumni from your undergraduate college too.

3. Also, don’t forget to network through those you interact with everyday, such as your friends, colleagues, and classmates. You’d be surprise of how resourceful your close associates can be.

4. Social networking sites are another great source for networking. It is the waive of the future. It allows you to display information about yourself and it allows you to learn about others. Some social sites many people are already members of are Myspace and Facebook. Myspace and Facebook are great for fun and social networking, but sites like Likedin and Lawlink.com are great for professional networking. Remember, when you become a member of these professional networking sites, to make sure all the information you display represents you in a professional manner. You don’t want to give the wrong impression.

Don’t Forget to Give Back

Once you’ve landed your job through networking, you should help others. Networking isn’t a one time event. It is a continual process. So, just like someone gave you a helping hand, you should give someone else a helping hand. Incidentally, by helping others, you will be building new relationships that could be beneficial to you in the future.

Remember, networking is a tool and skill that allows you to establish relationships where both you and your contacts benefit in some way. Just as the saying goes, “It’s not about what you know, but about who you know.” So, make sure you maximize your success by networking.

Legal Authority Works!

A. Harrison Barnes — Wed, 28 Oct 2009 13:42:50 +0000

If you’re trying to find the perfect legal job, there’s probably something you don’t know. Before you start searching, you need to enlist the best legal job search tool in the world: Legal Authority.

Competitive law students and lawyers who have been successful in their job searches would never be willing to share this important secret with you; but I’ve made it my business to help attorneys get jobs, so I want you to have this key piece of information: More than 85% of all open legal positions are not published anywhere.

They’re not listed on job boards or in classified ads. You won’t read about them in attorney magazines, and you probably won’t even hear about them from a recruiter. Law firms and other organizations around the country are waiting to hear from you, and you don’t know who they are, where they’re located, or what kind of attorneys they need.

Legal Authority has developed a three-part method to help lawyers just like you get their ideal jobs quickly. Here’s how it works:

1. We find the perfect employer for you.

Our database contains more than 98% of all legal employers in the United States — altogether, more than half a million legal employers. We employ hundreds of researchers who work to identify legal employers and hiring contacts and then classify this information based on organization type, size, and geographic location. Developed at a cost of several million dollars, our database has a large scale and a degree of accuracy that is unmatched by the data available through law schools or other job-search companies.

2. We create the perfect legal resume for you.

Once we’ve identified your ideal types of positions and employers, we will assist you in crafting a flawless resume and cover letter that will show potential employers you’re the perfect fit for their organization. We employ dozens of skilled resume writers who will work with you personally to create for a resume that makes you stand out. A good resume is the critical starting point in your job search, and we design more successful legal resumes than any other company in the world.

3. We give you all the resources you need to apply to every position that fits.

Finally, once you’re fully satisfied with your new resume and cover letter, we will mail you as many copies as you need. You will receive your complete, printed, and customized application materials to forward to the employers you select. All you will need to do is sign your cover letters and stamp your envelopes.

If you used any other resource, you’d still be ruling out hundreds of job opportunities simply because you’d be starting with a limited scope. You’d be wasting your time and your money. When you use Legal Authority, you’ll be applying to every relevant organization; your job search will be as thorough, professional, and focused as possible.

No other method can compare with Legal Authority’s proven effectiveness. Go to LegalAuthority.com today to learn more about how to improve your job search and finally get the results you deserve.

Practice Makes Perfect

A. Harrison Barnes — Thu, 22 Oct 2009 18:27:24 +0000

Does interviewing make you nervous? If so, you are in good company. Just keep in mind: the more you practice, the better you will become. A great way to prepare for an interview is to think about all of the accomplishments you have made. What in your past are you most proud of? What sets you apart from the competition? How have you contributed to other organizations you have been a part of? Focusing on what you have done well will not only help you prepare for an interview, but it will also increase your confidence.

Here are a few questions you should be prepared to answer:

1. Tell me a little about yourself.

2. What attracted you to the practice of law?

3. Why are you interested in this position?

4. What is your greatest asset? What is your greatest asset liability?

5. What contributions can you make to our organization?

6. What do you see yourself doing 5 years from now?

7. Why did you decide to go to law school? Your law school?

8. What are you long range career objectives? How did you establish these goals?

9. What three accomplishments have given you the most satisfaction?

10. In what area of law would you like to practice?

11. Do you think your law school grades are a good indication of your ability?

12. What three adjectives best describe you?

13. Why should I hire you?

14. What is your favorite movie?

15. What is the last book you read?

16. Do you work better with others, or on your own?

17. Why did you leave your last job?

18. How do you deal with stress?

19. Do you have any outstanding job offers?

20. What sets you apart from others interviewing for this position?

21. What salary are you looking for?

22. Are you aggressive?

23. Do you have any questions I can answer?

Be sure you relate your responses to the position you are interviewing for so that the interviewer will see why you are right for the position. You will inevitably be questioned about the information included on your resume, so do not forget to review the resume prior to your interview.

Rehearsing your answers will help you to feel more confident. Set up a video camera, watch yourself in front of a mirror, or get someone else to practice with you. It is true what they say, practice makes perfect.

Opportunity-An Immeasurable Resource

A. Harrison Barnes — Tue, 20 Oct 2009 18:06:41 +0000

Opportunity—it’s one of life’s most invaluable assets and often under emphasized. It’s that hidden treasure that can change lives. While many spend countless hours in search of the perfect one, the most coveted opportunities are found where one usually would not look.

Many times, a successful job search requires opportunity. The ability to give yourself the best possible chance in life requires that you search all avenues, streets, roads and highways. By doing so, you will not only be able to uncover those positions you never thought existed, but you may find a new outlook on life as well. While one’s education, experience and community involvement certainly play a vital role in your search, the ability to present yourself to that firm or corporation begins with opportunity, first and foremost.

Legal Authority does just that. Our services provide you with endless opportunities. Each and every one is precious. In order to pursue all of your career goals, you must first be able to give yourself the best possible chance to succeed. Let us be part of your journey!

Your Job Search

scott — Thu, 08 Oct 2009 22:21:22 +0000

The old cliché, ‘timing is everything’ is a phrase which relates to many of life’s situations. In an attorney’s job search, this statement cannot be overemphasized enough. Often times, I hear many misconceptions such as firms do not usually hire around this time of the year or the economy is just in too bad of shape. This is a big mistake. First and foremost, a successful job search requires that you be pro-active each and every day until you have found that ideal position. Those weeks and months you are unemployed, you are potentially losing thousands of dollars in income and this, of course, can be a strain on you and your family.

Within the infrastructure of a firm or corporation, positions are often created to fill the overwhelming amount of work that filters into the legal department. This is why it is imperative to expand your job search in each and every avenue possible. Reaching out to the largest pool of potential employers will allow you to realize all of the opportunities that do exist in the present market. There is no undesirable time to send a resume and remember timing is everything!

8 Things Not to Include on Your Resume

A. Harrison Barnes — Wed, 30 Sep 2009 14:42:55 +0000

When it comes to your job search, your resume is very important. Here are 8 things you should not include:

Personal Information: Employers should never know from your resume if you are married or single.
Religious affiliations: This information can work against you, no matter how great your credentials are.
Political affiliations: The same logic applies here.
Photographs: Some employers are not legally able to consider a photo in determining whether to grant an interview, so often those employers will not even consider a resume that is submitted with a picture.
Information about high school education: If you have graduated college, employers will assume you have graduated high school.
Negative information: Remember, the purpose of your resume is to market yourself to potential employers.
Low GPA: The same logic applies here - if the information makes your application less attractive, leave it out.
Use of personal pronouns: A resume should be written in third person. It is marketing material, not a personal letter.

Choose Legal Authority

A. Harrison Barnes — Sun, 27 Sep 2009 13:39:34 +0000

We would like to tell you about Legal Authority and how attorneys and others in the legal profession throughout the United States have proven Legal Authority is the most effective way to find their next position. We help hundreds of attorneys get new positions each month and we are not a recruiting firm or job posting board.

In fact, we are several times effective than a recruiter or job posting board. We have helped numerous attorneys from AmLaw 100 law firms, the General Counsels of Fortune 500 companies, and even law students. Our Attorney Employment Advocates can help you too.

Fact: According to the National Association of Law Placement: “The most common means of obtaining a job was a letter or other “self-initiated contact” with the employer…”

Fact: Legal Authority (www.legalauthority.com) is the largest portal of legal employment opportunities in the world, seamlessly bringing attorneys and employers together throughout their career cycle. With the largest database of legal employers anywhere, Legal Authority has contacts for over 750,000 legal employers in all 50 states and over 150 countries.

What We Do Works

At Legal Authority, we are getting attorneys and people in the legal field positions every day of the week because what we can do for you actually works. Consider: We have the largest database of legal employers in the world and there is probably better than a 99.9% chance that your next legal job will be with an employer in our database. How you get to them is up to you — you can do it now or you can do it later.

Be Smart

In today’s legal market, over 85% of all available attorney positions are never publicized. The most efficient way to get these positions is through targeted mailing. Legal search firms fill less than 5% of all available positions. We have heard over and over again that “networking” is simply not the most effective approach. Ads posted on job posting boards or in classified sections of legal newspapers often draw well over 1,000 responses.

We are not a recruiting firm or a job posting board. Simply put, we are the legal profession’s direct link to employers. At Legal Authority’s core is our strategy of allowing individuals to apply to legal jobs on their own, which drives our capabilities into a one-of-a-kind employment continuum, with our database at its center. We can cover any given market more efficiently, cost-effectively, and in less time than any source, anywhere.

Choose Professionals

We have a staff of over 40 attorneys, researchers, and writers who are updating our contact information 24 hours a day. Nobody tries harder to get attorneys positions. In addition, one of our attorneys will effectively revise your resume and cover letter to ensure that it is as good as possible. Do not make the mistake of approaching employers without having professionals review and revise your resume and cover letter.

Delay at Your Own Cost

With salaries for most attorneys exceeding $50,000, delay can be extremely costly. At an annual salary of $120,000, for example, you are losing $10,000 each month you are not working. This does not even reflect the amount of money you are losing in benefits and other employer-sponsored perks. If you are unhappy with your current position, or your organization is in trouble, the emotional costs of remaining with an employer can be even more severe.

Choose Legal Authority

All we do is assist attorneys in getting positions. We are empathetic with each attorney’s particular circumstances and we will do our absolute best to assist you. We have the largest database of legal employers anywhere. However you are going about your job search, getting your resume in front of the decision makers is what it is all about. We can help you get your information in front of the people you need in order to get the jobs you want.

Common Issues Faced When Transitioning to a New Law Firm

A. Harrison Barnes — Sat, 26 Sep 2009 13:38:45 +0000

Law firms across the country are now more than ever focused on strategic planning for growth and expansion in a legal marketplace that places high value on sophisticated talent and timely delivery of legal services. With the increased surge toward growth and expansion both domestically and globally among the top international and national law firms, partners with a significant level of expertise and business are in high demand. Irrespective of the size of their book, their practice area, or other factors which may play a part in transitioning to another law firm, most partners have a number of factors influencing them to leave their current firm and affecting their ability to transition their business to a new law firm. Partners who are cognizant of, and prepare for the factors that might affect their ability to transition their business, will be better positioned to move their book when the right opportunity presents itself. Some of the issues facing partners transitioning to a new law firm are discussed in more detail below.

Minimal Book and No Time to Build It. This is a common problem for service partners who spend the majority of their billable hours servicing other partners’ matters. A prime example of this is the partner, often highly regarded, who is practicing directly under the heavy thumb of a practice group leader. He is so highly regarded that the practice group leader, as well as other rainmakers in his group, look to him to service their books while they continue to market to their prospective clients. Unfortunately, sometimes this service partner wakes up ten years later with excellent client servicing skills, but little or no book of business to speak of.

Partners who find themselves in this situation should not be discouraged, however. If the service partner is not satisfied simply servicing someone else’s book, then he has only one option - to move to a firm which will allow him the opportunity to build a book. Assuming a partner is coming from a prestigious firm, has the business contacts to effectively build his book, has a well defined and creative business plan, and has excellent client development skills, he/she is an excellent prospect for a firm who is seeking out highly motivated partners interested in starting and/or growing a practice group. This move may require a partner to make some adjustments in compensation, benefits, etc. in the short-term, but partners who find themselves in this situation must be willing to exchange the short-term loss for the long-term benefit of gaining a higher level of autonomy and security in their practice.

Mergers and Firm Dissolutions. Mergers are business transactions that can bring about enormous profitability but can also sometimes create great cultural stresses. In this marketplace of constant change through spin-offs, acquisitions and dissolutions, partners need to be ready and able to immediately transition their clients. Some partners may find themselves faced with the prospect of having their practice excluded from a merger transaction altogether because of conflicts. Others may be faced with the dissolution of their firms and the resulting need to aggressively pursue firms which make sense for their clients long-term.

Although both of these circumstances can seem somewhat disconcerting for partners, particularly for those who have been with their firm for many years, we have found that these partners are often the most successful in transitioning their business to a new firm. In particular, partners servicing attractive clients, some of which may be institutional, have much to offer a prospective firm. These partners are often pleasantly surprised by opportunities to start and/or build practices for other firms with strategic plans for growth. Some of these partners have even been afforded the unique opportunity to start a new office for a firm. Partners faced with this potential obstacle should be greatly encouraged by this marketplace of opportunities and may find themselves pleasantly surprised by the alternative options available to them.

Billing Rates are Too Low. This is a common obstacle for partners who are seeking to transition from smaller or mid-size firms to larger national or international practices and can often compel partners to remain at their firm, seemingly trapped by the inability to move their practice. Some partners are more fortunate and are faced with only a portion of their book involving clients which may have lower billing rate arrangements. In these cases, partners who are willing in the short-term to leave behind work that does not fit in with the prospective targeted firm’s overall practice may reap the benefits of such a strategic decision long-term.

Partners whose billing rates are too low should not feel there is no way out. Assuming everything else is a good fit, firms are generally receptive to working with partners to come up with creative solutions to gradually move their clients’ rates over time to levels more in line with the target firm’s billing rate structure. Client loyalty and confidence is, of course, essential in this type of effort. Generally we have found that partners who have had long-term relationships with their clients do not have a problem convincing them to gradually move to higher rate structures. This is largely because of the excellent representation the client has received over a period of years, but may also be a result of the fact that the partner may have a better platform from which to service his clients once he has moved to the target firm. Thus, clients have been very receptive overall to making these changes and we have seen a number of partners transition to larger, more sophisticated practices and in some cases more than double their books because of the broader platform they realize in “upgrading” to a larger firm.

Billing Rates are too High Turning Away Business at Current Firm. The converse of rates being too low - rates being too high - can also appear to some partners to be an issue when attempting to transition their book of business to another firm. A prime example of this type of situation is a partner practicing at a major firm with a minimal book who has served primarily as a service partner for other rainmakers in his current firm. This partner may have had an opportunity to build a small book, but because he has primarily been servicing other partners’ business, his book is minimal and he believes he is, as a result, precluded from making a move. Coupled with the feeling that he is unable to move, this partner may also find that he is unable to get new business from cross-selling within his firm because he is competing with many other service partners with whom he practices. The partner may also be forced to turn down business he would otherwise be able to bring in and service himself because the rates for these clients are too low for the rate structure at his current firm.

Partners in this situation will soon find that an alternative firm size and billing structure may be essential to building their book and gaining the independence and autonomy in their practice they so desire. We have found that there are firms which provide these types of partners the opportunities they are looking for. For example, there are a number of “spin-off” firms which are comprised of partners who have left large practice looking for an alternative environment within which to practice. These firms offer great opportunities for partners with smaller books to continue to practice at a high level of sophistication, bring in work at slightly lower billing rates than might otherwise be found at larger firms, and begin accepting the work they for so long had to turn away.

Client Conflicts Prevent Building Book. This is a serious issue which can occur for partners that lateral to a firm with little knowledge about the existing client base and the primary clients or types of projects the firm most often services. A firm that might in all other respects look very attractive, can become a partner’s worst nightmare, precluding the partner from bringing in new business and building his/her book. We have seen partners in these types of situations literally be faced with turning away hundreds of thousands of dollars in new business because their current firm is involved in so many cases that present conflicts. If you are a partner transitioning to a new firm, your recruiter’s thorough due diligence regarding the firm’s existing client base and its effect on your ability to bring in new business and continue to build your book is absolutely key to making your transition smooth and successful.

Current Firm’s Strategic Plan No Longer Supports Practice Group. With the focus on strategic planning and expansion, many firms have changed courses and have had to make tough decisions about practice groups they will no longer support over the long-term. Some partners may find themselves pursuing another firm whose practice and long-term strategic plan is more fitting for their practice. This does not present a huge dilemma for a partner with a sizable book whose practice area could be attractive to other firms in the marketplace. However, it can present a serious dilemma for a partner whose book is marginal and whose practice area may not be one that most firms in the marketplace are expanding. Here, a partner’s ability to convince a prospective firm that his clients and practice fit in with the firm’s long-term plan for growth is essential. The partner must rely on his/her recruiter’s ability to inform the partner about the prospective firm’s strategic plan for growth and expansion and its current client base and practice group distribution, all essential to the partner’s ability to understand how his practice could add value to the firm. It is this added value which will enable the partner to more effectively move his book.

Personal Historical Data. Though still operating as historical partnerships, many firms are moving toward more of a traditional business model, often overseen by COOs and CFOs who may or may not be attorneys but who in most cases are numbers-driven and continually monitor firms’ viability and profitability. A partner’s three-year historical record, including billable hours, billing rates, and client billings, is the minimum information law firms will assess during their due diligence to determine whether a partner may be a valuable addition to their firm. This three-year history is vital to a partner’s attractiveness to a prospective firm and presents a model for which the prospective firm can look forward to in terms of the partner’s ability to contribute to the firm’s bottom line. Partners must continually focus on and monitor their personal data and be cognizant of the effect the strength of their historical data, or lack of strength of their historical data, could have on their ability to effectively transition to a new firm.

Retirement Plans, Capital Contributions, Benefits, Tax Considerations. Many law firms provide fairly sophisticated Defined Benefit Plans for their partners that require significant contributions over a period of time and offer large long-term payoffs. These plans often motivate partners to remain on board at firms they would have otherwise departed many years prior. Partners should not feel “trapped” because of benefit plans at their current firm. Many firms are open to working with partners to create compensation plans which take into account a partner’s Defined Benefit Plan structure at their current firm. Likewise, partners who have the option of joining firms as equity partners are often faced with large capital contributions and potential significant changes to their benefit packages or serious tax consequences in the year in which they move. These are all factors partners must weigh in their overall assessment of whether a particular firm is a good fit, but partners must be flexible and open to discussing creative solutions to these factors.

These are but a few of a vast array of issues partners may encounter when making a lateral move to a new law firm. At BCG, we have the privilege to work with partners nationwide in every conceivable practice group, all of whom have important objectives and who face a variety of issues relating to moving their practices to new firms. It is our pleasure to work with these partners in successfully transitioning them to new firms where they can realize their long-term career objectives.

What Legal Authority Does Works!

A. Harrison Barnes — Thu, 24 Sep 2009 13:26:23 +0000

At Legal Authority, we are getting attorneys positions every day of the week because what we can do for you actually works. According to the National Association of Law Placement: “The most common means of obtaining a job was a letter or other “self-initiated contact” with the employer…” Consider: We have the largest database of legal employers in the World and there is probably better than a 99.9% chance that your next legal job will be with an employer in our database. How you get to them is up to you … you can do it now or you can do it later.

Be smart.

Choose professionals

We have a staff of over 30 people who are updating our contact information 24 hours a day. Nobody tries harder to get attorneys positions. In addition, one of our attorneys will effectively revise your resume and cover letter to ensure that it is as good as possible. Do not make the mistake of approaching employers without having professionals review and revise your resume and cover letter.

Delay at your own cost

Choose Legal Authority!

It’s All About Who You Know (And Who Knows You)

A. Harrison Barnes — Mon, 21 Sep 2009 13:07:42 +0000

You are in line to enter a club, and the group ahead of you gets a hearty welcome from the maître d’ and is seated at a table in the front by the stage. When your turn arrives, you are greeted indifferently and seated in the back by the bathrooms. Your companion turns to you and says, “They must know someone.” You hear about a former colleague who just has taken a fantastic job with a great title and even better pay. Your former colleague is now light years ahead of you on the career path. You think, “She must know someone.”

In both scenarios, you are right! It is all about who you know (and who knows you).

The idea of networking is as scary as public speaking to most people. But a network is nothing more than a circle of friends.

Family and Friends

We all have a personal network of family and friends. Some of our friends we consider really close, practically family. Some of our friends are merely acquaintances whom we see maybe once a year, and some are colleagues with whom we have lunch. Our family members are similar in that we may be very close to some and less close to others.

Your family and friends are the people you call to:

get advice from
complain to
confirm your thought processes
ask for referrals
just chat

Your personal network gives you access to the people known to the people you know AND to the people they know AND then to the people they know AND then to–you get the idea. If you need a recommendation for a caterer for your parents’ 50th wedding anniversary, your Aunt Barbara may have a friend who just threw a party for her parents (which was soooo beautiful, according to Aunt Barbara); and she can recommend her caterer. You may now get special treatment because you were referred to that business by Aunt Barbara’s friend.

Your personal network need not be limited to your family and friends. Just think about all the other people you come in contact with in your daily life. Your dentist, your doctor, are all part of your network and can give you referrals.

It works the same way in the world of work. While you may have access to some great work advice and maybe even some business contacts through your personal family/friends network, you still need a business/career network.

Business and Career Colleagues

The building of your career network should start no later than college; for many, it starts in high school or earlier. People are the lifeblood of your network. The more people you know, the more information you have; and the more people and information you have access to over time, the more successful your network.

All of these people can and should be part of your network:

people you went to school with
people you work with
people you meet at conferences or seminars
people you meet at social gatherings
people who support the same organizations that you do

Are you getting the idea that it can be anyone and everyone you meet? You’re right.

Just as your friendships move along the spectrum from casual to “I wish we were sisters,” your business/career network relationships will also range from non-essential to vital. And, just as with friends, people may drop in and out of your network.

Maintaining Your Network

Just as you have to develop and maintain your family and friends’ network over the life of those relationships, the same is true of your career/business network. Your family and friends expect a certain level of communication on your part in order to maintain the connection. Some of this will be in-person visits. Some will be by phone or the annual holiday newsletter. However you do it, there is an ongoing communication between you and your family and friends. You have to let them get to know you.

You need to do the same for your business/career network. Keep in touch with people from school that you like and respect. Keep them current on your career changes, and keep yourself current on their career changes.

As you meet people throughout your working life, maintain a detailed contacts database with information you gather over time about their careers, families, interests, and anything else that gives you a connection to them.

People maintain their networks in a variety of ways, such as:

sending birthday cards/gifts
sending articles of interest
meeting for lunch, dinner, and/or drinks
attending sporting or arts events
calling occasionally to chat

For some people in your network, you may do all of these things and more! For others, it may be a once-a-year holiday card and phone call. Remember two things: First, your contact should always be sincere and well thought out in terms of who this person is and your relationship to him/her; and second, the idea is to keep the lines of communications open so when you really need to talk to that person, your call will be taken.

Other Peoples’ Networks

You’ve started your network and have been maintaining it, and one day someone calls you to see if you have any information about a job at your company. It is now time for you to realize that in creating your network, you have become part of the networks of the people in your network. It is important that you provide some “value” to the person calling you because you will expect the same if you call that person. Depending on who the person is and how important he/she is to you within your own network and career goals, you may provide different information. This is okay. If the person is a fairly casual member of your network whom you do not know very well, you may refer him/her to the human resources department and give him/her the name of the person to call and permission to mention your name. If the person is very important to your network, you may ask for his/her resume and personally deliver it to the person making the hiring decisions and give your personal recommendation.

Remember, you will also be ranked within the networks of others and may get different levels of assistance. This is why it is so important to devote time and energy to building and maintaining your networks. What you get out of your network is only as good as what you put into your network.