Just to clarify my earlier post to DianeLockhart when I say I hate it I don't mean that I hate being a lawyer, I mean that I hate the timesheets side of it. Penguins is correct and I will give Diane the benefit of the doubt about her very rude response: it's not such a big deal if you do large corporate transactions or big chunks of advisory work where you work on one project at a time. However I am in litigation and my clients are mostly very cost-conscious insurers; all our bills are audited by a third party company who are paid according to how much they can reduce our fees.
To give you an example: email comes in from client. You consider the question raised and then draft a reply. Our Service Level agreement requires three separate time entries for that and each one must have a full explanation of what you were doing. If it does not satisfy the auditors then all the work done is disallowed. It is tedious beyond belief and really sucks the joy out of the job for me.
JillyR2015
I haven't given time recording a thought for ages and I've never worked in a firm with a billing target either by the way
Do you mean you don't have to record time or you are so good at it you don't think about it? As for billing targets, it depends if you mean chargeable hours targets or billing targets. For the OP's benefit, billing targets are usually for partners only and not something an associate has to worry about. But partner will definitely have targets, it would be impossible to run a firm without them.
Chargeable hours targets are a target number of hours recorded by each associate and Jilly you are very lucky if you have never had one of these. From a management perspective we need to set these targets for associates because we have to be sure that they are profitable i.e. bringing in more money than we are paying them. Otherwise the management board will put pressure on us to reduce headcount.
This is a reflection of the fact that until law firms move away from a charge-by-the-hour model of billing the only way we can earn money is by recording time and billing it. It's a paradigm shift away from results-based assessment of value that you will be used to in the civil service OP.
That's just a bit of insight to give you a sense of (a) the daily admin obligations and (b) how performance will be monitored and measured. More generally, I echo what a lot of previous posters have said but the different parts of the profession vary wildly and I'd suggest that you try to find a practising employment lawyer wiling to sit down with you and talk you through it, or see if you can get some work experience at a firm. Very much endorse what Chunderella says above.
I recruit trainees for training contracts. I would not consider age to be a factor on paper (and not just because it is unlawful to discriminate), but I would have to think carefully about how the candidate would fit into the firm, its values, its hierarchy. When you train you rotate betwen departments so you have to be a good general fit, not just get on with the partner whoo interviews you. I know quite a few partners who would feel pathetically threatened by having a "grown-up" trainee over whom they wouldn't be able to lord it over like they do with the fresh grads.