7 Reasons Law Firm Diversity Initiatives Fail
Many law firms understand the importance of building a diverse workforce. Changing demographics within the United States have signaled to businesses that diversity is an important goal that will affect the viability of the business and ultimately the bottom line.
In response, many firms have launched diversity hiring efforts designed to attract more women and lawyers of color to the firm. The problem has been that within a few years of being hired, lawyers who qualify as “diverse” leave the firm in search of more inclusive, diverse and culturally competent work environments. Below are some critical reasons why attempts to create diversity have failed.
1) Lack of commitment at the top: For diversity initiatives to be successful, there must be vigorous support at the top level of the company or organization. Partners are the change agents of the company. Committees formed to address diversity, hiring, retention, and cultural competency issues should be led by key leaders within the company.
2) Lack of Business Environment Assessment – Assessment is critical to help create and implement an effective diversity initiative plan. It is vitally important to understand the level of development of an organization before launching a diversity or cultural competency initiative. Companies must be prepared to assess their hiring practices, general culture, interpersonal relationships, views on diversity, and promotion practices.
3) Overemphasis on recruiting and hiring: Relying on recruiting as the primary means of creating diversity will prove to be an ineffective strategy. Instead, recruitment is simply an initial step in the overall process. Companies must ensure that their work environment can support a diverse workforce. Next, culturally effective systems and practices must be implemented throughout the company to prevent excessive attrition among women and attorneys of color. Retaining and developing a strong and diverse group of attorneys depends on the firm’s ability to create a work environment that values and embraces differences, cross-cultural mentors, and constantly measures and monitors the progress and development of all attorneys. .
4) Failure to include diversity goals in the organization’s strategic plan: Many companies do not include diversity goals in the company’s overall vision and plan for growth and development. Organizational change is a process and to successfully achieve diversity-related goals, the goals must be included in the company’s strategic plan. Companies that are successful in building a diverse workforce have implemented specific strategies in the areas of hiring, retention, professional development, communication, promotion, mentoring, etc.
5) Lack of understanding of the phases of diversity: Many companies do not see the creation of a diverse organization as a development process. Diversity and cultural competence are developed along a continuum. Early in the process, companies need to define diversity, identify issues and opportunities, provide education and awareness, and develop a leadership plan along with the business case for diversity, a clear vision, and well-defined goals. Finally, companies must understand that building a diverse and inclusive work environment is an ongoing effort.
6) Ignoring the importance of training and development: Training in cultural competency and diversity with a focus on creating awareness and alliances vs. “blaming and shaming” is critical to creating a productive, diverse, and inclusive workforce. Staff must have the opportunity to explore current views and misconceptions on issues of inclusion, race, gender, sexual orientation, religion, and individuals with physical disabilities. Without linking training and development to company-wide diversity goals, the company will be unable to build an inclusive and diverse organization.
7) Cultural incompetence: Many companies communicate a desire to build an inclusive and diverse work environment, but still place a high value on “equality.” Whether consciously or unconsciously, this value for equality is communicated to others in the company. Instead, companies need to develop a high level of cultural competence. Cultural competence requires that organizations:
o Have a defined set of values and principles and demonstrate behaviours, attitudes, policies and structures that allow them to work effectively in an intercultural manner.
o Have the ability to (1) value diversity, (2) conduct a self-assessment, (3) manage, appreciate, and take advantage of the dynamics of difference, (4) acquire and institutionalize cultural knowledge, and (5) adapt to diversity and the cultural environment. contexts of their employees and the customers and communities they represent. Think of cultural competency as fertile ground on which to plant, grow, and develop a successful company recruitment, retention, and cultural diversity program. Without the necessary foundation, efforts to build a diverse team of attorneys will be unsuccessful.
Contact information:
Jatrine Bentsi-Enchill, JD, CPCC
704 814 6135
