7 Reasons Why Law Firm Diversity Initiatives Fail
By
Jatrine Bentsi-Enchill
Many law firms understand the importance of building a
diverse workforce. The changing demographics within the United States have
signalled to firms that diversity is an important goal that will affect the
firm’s viability and ultimately the bottom line.
In response, many firms have launched diversity recruitment
efforts designed to bring more women and attorneys of color into the firm. The
problem has been that within a few years of being hired attorneys that qualify
as “diverse” leave the firm in search of more inclusive, diverse and culturally
competent work environments. Below are some critical reasons why attempts at
creating diversity have failed.
1) Lack of Commitment at the top: In order for diversity initiatives to
succeed, there must be vigorous support for it at the senior level of the firm
or organization. Partners are the change agents of the firm. Committees formed
to address issues of diversity, recruitment, retention and cultural competence
must be lead by key leaders within the firm.
2) Failure to assess the firm’s environment: Assessment is critical in
helping to create and implement an effective diversity initiative plan. It’s
critically important to understand an organization’s level of development before
launching a diversity or cultural competence initiative. Firms must be prepared
to assess their hiring practices, overall culture, interpersonal relationships,
views about diversity and promotion practices
3) Over emphasis on recruitment and hiring: Relying on recruitment as a
primary means of creating diversity will prove to be an ineffective strategy.
Instead, recruitment is simply an initial step in the overall process. Firms
must ensure that their work environment can support a diverse staff. Next,
firm-wide, culturally effective systems and practices must be implemented in
order to prevent excessive attrition among women and attorney’s of color.
Retention and development of a strong and diverse pool of attorneys depends upon
the firm’s ability to create a work environment that values and leverages
difference, mentors cross culturally and consistently measures and monitors the
progress and development of all attorneys.
4) Failure to include diversity objectives in the organization’s strategic
plan: Many firms fail to include diversity goals into the firms overall vision
and plan for growth and development. Organizational change is a process and in
order to successfully reach objectives related to diversity, goals must be
included in the firm’s strategic plan. Firms 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 diversity phases: Many firms fail to view the
creation of a diverse organization as a developmental process. Diversity and
cultural competence develops along a continuum. In the early stages of the
process, firms need to define diversity, identify problems 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
firms must understand that building a diverse and inclusive work environment is
an ongoing effort.
6) Ignoring the importance of training and development: Cultural competence
and diversity training with a focus on building 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 around issues of inclusiveness, race, gender, sexual
orientation, religion and individuals with physical challenges. Failing to link
training and development with firm-wide diversity objectives will result in the
firm’s inability to build an inclusive and diverse organization.
7) Cultural Incompetence: Many firms communicate a desire to build an
inclusive and diverse work environment yet they still place a high value on
“sameness”. Whether consciously or subconsciously this value for sameness is
communicated to others in the firm. Instead, firms need to develop a high level
of cultural competency. Cultural competence requires that organizations:
• Have a defined set of values and principles and demonstrate behaviors,
attitudes, policies and structures that enable them to work effectively
cross-culturally.
• Have the capacity to (1) value diversity, (2) conduct self-assessment, (3)
manage, appreciate and leverage the dynamics of difference, (4) acquire and
institutionalize cultural knowledge and (5) adapt to diversity and the cultural
contexts of their employees and the clients and communities they represent.
Think of cultural competence as fertile ground upon which to plant, grow and
develop a successful recruitment, retention and firm wide cultural diversity
program. Without the necessary foundation, efforts to build a diverse team of
attorneys will prove to be unsatisfactory.
Contact Info:
Jatrine Bentsi-Enchill, J.D., CPCC
704 814 6135
JBE@EsqDevelopmentInstitute.com
About The Author
Jatrine Bentsi-Enchill, J.D., CPCC is an attorney and the founder and
director of the Esq. Development Institute, an organization committed to helping
lawyers excel personally and professionally. The Esq. Development Institute
specializes in Executive and Personal Coaching for lawyers and training
processes for law firms in the areas of leadership, communication, diversity and
cultural competence, management development and work-life balance.
JBE@EsqDevelopmentInstitute.com,
www.EsqDevelopmentInstitute.com.
Article Source: http://EzineArticles.com/
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