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[quote=Anonymous][quote]

Anonymous wrote:
OP back. Sorry, I got slammed at work because even though I do think I'm being frozen out, they still need a grunt worker to work crazy late hours randomly. Generally the only time they need me is Friday at 5 PM for assignments due Monday at 7 AM but ocassionally there are Tuesday at 5 PM assignments due Tuesday at midnight.

This was great advice. I appreciate the straight forward criticism and the touchy feely advice. And the poster who called me a sorority girl (and likely a woman) hit it in the nose.

I will miss the firm but I decided I can't be the bill-bill-bill type and while I've worked most weekends, I'm not getting enough hours so it is inevitable. There is a "homegrown" favoritism and a lot of anger against associates who bill pro bono work instead of real work. It's weird because my pro bono work has helped the recruiting efforts which is encouraging more associates like me.

Thank you.

Honestly if you're one of those that doesn't want to bill and is upset by sitting around all day and then getting a 7pm-midnight project, what on earth drove you to biglaw. I know for gov't ppl it's money but did you really expect an easy 200k+? Did it never occur to you that biglaw pays like that for associates' 24-7 availability for billable work?[/quote]

You are getting the grunt assignments as a test of commitment.  There is already an assumption that government lawyers won't be willing to put in the billable time.  Your over-involvement in recruitment has reinforced that perception.  
You need to knock it out of the ballpark on the after-hours requests.
Then you need to figure out the most powerful partner in your group, even if it is the one who allegedly dislikes you, and go petition that partner for work.  Not once, not twice, but multiple times.  Then, after you have already gotten some type of positive feedback on an actual work assignment, and feel like you have started establishing a connection---be completely honest with that partner about where you feel you may have gone wrong and ask that partner's advice for how to fix it.  You first need to have proved to the partner that you are even worth wasting the brain time on considering whether to give you constructive feedback.
You do not make partner in BigLaw without having a big rainmaker in your corner.   That is who you need to cultivate, while at the same time making sure that any work you do for the "work" partners is top-notch.  I have seen numerous supporting work partners cut the legs out from under associates if the partner believes they are insufficiently respected by the associates just because the work partner is not a rainmaker.  But overall, the person who will help you the most is the rainmaker---both within the firm and outside of it---as they are the attorneys with the business contacts and savvy who can get you placed in an in-house role.   
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