Action Step – Top 10 Takeaways Vital to the Success of Your Flexible Work Initiative

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center. 

 

Recent news articles have highlighted a few companies that have revoked their flexible work policies citing a loss of teamwork and productivity. It’s likely these flex initiatives failed due to either a lack of planning, analysis, structure, communication, education, and/or tracking. When it comes to developing your organization’s flexible work initiative, there are key components that need to be addressed to ensure its success. Here are our top 10 takeaways to consider when developing your flex policy:

  1. Understand that Flex is a Real Business Benefit

The foundation of a flexibility initiative must be the business case. Why does flexibility matter to you, and how will it improve your numbers? (Think about recruitment, retention, and the bottom-line.) Even the most change-resistant organizations are realizing there’s a war for talent out there, and they must evolve to keep up. Research shows that non-stigmatized, flexible work strengthens organizations by increasing tenure among employees and leads to stronger client/customer relationships, better recruitment, and greater profitability. Flexibility is not about being nice to your employees or providing an accommodation – it’s a true business imperative.

  1. Count Your Regrettable Losses

The easiest way to formulate your business case for flexibility is to count your regrettable losses. How many valuable and talented employees have walked out the door because of a lack of flexibility? You can take the organization’s business case further by considering the opportunities the firm has gained because of its flexibility or lost because of its lack of flexibility…

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These Forty-Four Firms Are Demonstrating Their Commitment to Gender Parity in the Legal Industry

As we announced in our 2017 New Partner Report, there were 44 firms that promoted 50% or more women in this year’s new partner class. Congratulations to these firms for their commitment to gender parity and for developing a top quality leadership team.

  1. Arnold & Porter Kaye Scholer
  2. Baker Donelson
  3. Covington & Burling
  4. Cravath, Swaine & Moore
  5. Crowell & Moring
  6. Debevoise & Plimpton
  7. Dorsey & Whitney
  8. Drinker Biddle & Reath
  9. Epstein Becker & Green
  10. Eversheds Sutherland
  11. Fitzpatrick, Cella, Harper & Scinto
  12. Foley Hoag
  13. Fragomen, Del Rey, Bernsen & Loewy
  14. Goldberg Kohn
  15. Haynes and Boone
  16. Hughes Hubbard & Reed
  17. Hunton & Williams
  18. Husch Blackwell
  19. Jenner & Block
  20. Kramer Levin Naftalis & Frankel
  21. Kutak Rock
  22. LeClairRyan
  23. Littler Mendelson
  24. Locke Lord
  25. Loeb & Loeb
  26. McDermott Will & Emery
  27. Milbank, Tweed, Hadley & McCloy
  28. Miles & Stockbridge
  29. Miller & Chevalier
  30. Morrison & Foerster
  31. Nixon Peabody
  32. O’Melveny & Myers
  33. Parker Poe Adams & Bernstein
  34. Paul Hastings
  35. Pepper Hamilton
  36. Pillsbury Winthrop Shaw Pittman
  37. Quarles & Brady
  38. Schulte Roth & Zabel
  39. Steptoe & Johnson
  40. Van Ness Feldman
  41. Wachtell, Lipton, Rosen & Katz
  42. Weil, Gotshal & Manges
  43. Williams & Connolly
  44. Willkie Farr & Gallagher

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In Case You Missed It: Dr. Lauren Rivera’s Fascinating Insights Into Social Class Bias in Hiring

 

Recently, we welcomed Lauren Rivera, Associate Professor of Management and Organizations at the Kellogg School of Management at Northwestern University and the author of Pedigree: How Elite Students Get Elite Jobs as our Signature Seminar Series presenter. Dr. Rivera shared her insights and advice on How On-Campus Recruiting and Cultural Fit Are Ruining Your Diversity and Recruitment Efforts.

In case you missed it…here are some highlights:

What Happened to the American Dream?

We like to think that America is the land of opportunity and anyone, no matter his or her background, social class, race or gender, can be successful if they work hard enough. However, research shows that social class in particular affects how far and how fast you’ll climb the economic ladder. Bottom line: From one generation to the next, Americans generally stay in the same social and economic class.

Bias in Recruitment is Damaging Your Diversity Efforts

Dr. Rivera spent a decade investigating the recruiting and hiring practices of professional services firms and law firms and came to the conclusion that elite students from wealthy, upper middle class families are most likely to get the elite jobs, regardless of achievement. Additionally, it was clear that the hiring practices of these firms were detrimental to diversity efforts and ultimately the financial wellbeing of the firms.

Three Factors Harming Your Diversity & Recruitment Efforts

  1. By limiting your recruitment efforts to on-campus recruitment at elite universities, the game is rigged towards students with high parental income and education at the most expensive institutions. You are therefore completely missing top students at less elite universities who may be just as qualified but often are from lower income families. Interestingly, at many firms, hires from the most elite schools are not staying long term, and therefore, are costing firms more money in recruiting and training costs. Read more

Spotlight on Flex – Indira Sharma

The Spotlight on Flex showcases professionals from member organizations who exemplify personal and professional success while working a flexible schedule. Their stories illustrate the long-term benefits that flexible schedules offer to both individuals and organizations.

This month, we are pleased to share insights from Indira Sharma, Counsel and Chair of the Diversity & Inclusion Committee, Saul Ewing Arnstein & Lehr LLP (Baltimore, MD).

Diversity & Flexibility Alliance: How have you made flexibility a priority and a success through your schedule?

Indira Sharma: I started working at Saul Ewing right after I graduated from law school in 2006 and was on a full time schedule from 2006-2010. After I had my first child at the end of 2009, I returned to work reduced hours at 65 percent for about a year before transitioning to 70 percent reduced hours. I don’t have a set schedule; as it is with the practice of law, it just depends on the day. Instead of focusing on what days I’m in the office or not, I focus on making myself available. When there’s extra time, I spend it taking care of more things at home for my family and the community.

It’s been trial and error to get to this point. At first I thought I would take a certain weekday off, but I realized it wasn’t realistic as a litigator. So when there are family commitments, I work around them just as I would work around a deposition schedule. There are times where I’ve had to bend for work and times when I’ve had to bend for my personal life – it just depends what’s more important at the moment.

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Action Step – If You Think Your Organization is a Meritocracy, It’s Probably Hurting Your Diversity Efforts…But Here’s What You Can Do About It (Part 2)

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center. 

In Part I of this Action Step, we explored why debunking the notion that most organizations are meritocracies is essential to the success of diversity and inclusion efforts. To support this link, we discussed how evaluative processes such as promotion decisions are often less about objective, merit-based criteria and more influenced by in-group favoritism and other cognitive biases that tend to provide greater access to people in majority groups and less to others. With that background, we offer the following three steps to tackle the notion of meritocracy and open the channels for greater diversity and inclusion among those who advance in your workplace.

First, have a discussion about the factors other than merit that may help or hinder promotion in your organization. This can be an emotionally-charged topic, and could cause some people to feel that their achievements are being attacked. For this reason, it may be best for the discussion to be led from the highest levels of your organization, or to have a more generalized discussion of meritocracy in your industry. Questions that can help stimulate discussion include: What do we mean by “merit”? In determining who gets ahead, what should we prioritize: intelligence or hard-work; book smarts or experience; business development or results; people skills or revenue generation? What, if any, role should where a person was educated or personal connections play in who gets promoted? What is our explanation for why people at the top of our organization/industry are not more diverse? What makes it easier or harder for people to advance in our organization/industry?

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We’re Part of Your Team

With the New Year just six weeks away, you’re undoubtedly beginning to make your plans for 2018 and developing a strategy for the advancement of your diversity and flexibility initiatives. As you begin to map out your plans, we hope you’ll remember that you have the Alliance to turn to for support. Consider us part of your team. Whether you’re a Diversity & Inclusion professional with increased responsibilities and a decreasing budget, or a human resources executive tasked with bias training, we can help. We can serve as your trusted advisor and, if you’re a member, we encourage you to schedule your Strategic Planning Session soon.

Maybe you’d like to see more women in leadership or you’re wondering why so few professionals are using your flex policy. Our Policy Reviews are one of our most popular Member Benefits and we can help you to identify what’s working and what’s not. If you’ve participated in our Law Firm Benchmarking Study in the past, make sure you make some time to review where your firm stands in comparison to your competitors and where you can improve.

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Diversity & Flexibility Alliance Report Finds Slight Increase in Women Among Law Partner Classes

 

Increased Focus on Recruiting, Training,

Supporting and Advancing Women Is Critical

 

 Washington, DC – November 9, 2017 — The Diversity & Flexibility Alliance announced today that the percentage of women promoted to partnership in 2017 in the U.S. Offices of many of the nation’s largest and top-grossing law firms has reached a six-year high of 38.1 percent. The Alliance’s sixth-annual New Partner Report reveals that this year there was an increase of five percentage points since 2012 and one percentage point since 2016. This year also marks the largest share of firms (33.1%) with new partner classes consisting of at least 50 percent women.

The report emphasizes, however, that this increase is minor and law firms must take steps now to develop more young women attorneys and monitor the pipeline to make sure that women have access to the same training and opportunities to advance their careers as men.

“While we are optimistic that these results show that the industry is moving in the right direction when it comes to gender parity, the increase is too slow and firms must prepare for the future now if they want to remain competitive,” said Manar Morales, President and CEO of the Diversity & Flexibility Alliance. “It’s time that firms evolve with the times, understand the advantages of gender parity at the partner level, and take the steps necessary to retain and promote top female talent,” she added.

The Alliance recommends that law firms focus on:

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C4Ward to Move Forward

November 8, 2017

Featuring – Verna Myers, Founder and Chief Cultural Innovator, The Verna Myers Group

Our society is at a crossroads. Political views, race, class, gender, and geography are dividing us more than ever. We are pulling back from one another, drawing the idea of family and community too small, clinging to people who are “like” us, and being afraid of, or angry with, the “other.” But separation and retrenchment are not the way forward. We cannot get discouraged, paralyzed or distraught in a time of dissension. To overcome the epidemic of hatred, bigotry, and oppression, we need to expand and reimagine a more inclusive community and society. We each need to stand up and act – we need to commit to reaching across our differences instead of giving in to isolation, fear, and hostility.
In this compelling talk, Verna shares her vision of how we can all move forward, using her four Cs of progress – Cultural Curiosity, Compassion, Consciousness, and Courage. Participants will leave energized and with practical tools for connecting in small and large ways to people who are different.

Spotlight on Flex – Wendy Sugg

The Spotlight on Flex showcases professionals from member organizations who exemplify personal and professional success while working a flexible schedule. Their stories illustrate the long-term benefits that flexible schedules offer to both individuals and organizations.

This month, we are pleased to share insights from Wendy Sugg, Counsel, Troutman Sanders (Orange County, CA).

Wendy SuggDiversity & Flexibility Alliance: How have you made flexibility a priority and a success through your schedule?

Wendy Sugg: I started working for a firm in New York, followed by a two-year clerkship for the Southern District of NY. There wasn’t a lot of flexibility in my schedule while in New York, but it was great training. I always knew I would come back to California – the idea of having to rent a car to get out of town was insane to me! I moved back here in 2003 and was a litigator at my first California firm for eight years. While there, I started doing a lot of employment litigation, and as I became more senior, I started thinking about specializing. It was a natural fit to stick with employment matters. I started looking for a full-service firm where I could continue to specialize, build a book of business, and have other departments to help with that too.

I found another firm that checked these boxes, and a year and a half later, I had my son. At the time, he had weekly medical appointments, and I wanted one day a week off in order to accommodate his needs and focus on his care. It was a great arrangement with my previous firm, and I started to build a good network and book of business. I was formally on a 75 percent, reduced hours schedule and came into the office four days a week.

I came to Troutman Sanders three years ago; they had no employment litigators or employment practice on the West Coast. It was another great opportunity to build my expertise and practice here. I was clear during the interview process that I wanted to continue working at a reduced hours schedule (now at 80 percent) because my son had just turned two, and we were still taking care of his medical needs. I felt comfortable asking for flexibility right from the start because it was what I needed. The firm had no issues with this, matched my salary, and brought me on as a direct lateral hire. In other words, instead of focusing on my schedule, we focused on developing a business and marketing plan. There wasn’t an employment attorney on board yet, and the firm had immediate business needs such as counseling clients and their employees during transition periods (such as post-merger or acquisitions).

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Action Step – If You Think Your Organization is a Meritocracy, It’s Probably Hurting Your Diversity Efforts, (Part 1)

The Alliance’s Action Steps are designed to assist organizations with implementing practical strategies and policies related to diversity and flexibility.  Members can access full versions of all of the Alliance’s Action Steps in the Member Resource Center. 

All of us like to believe that we work in a meritocracy where strong performers are catapulted to the top. What could be more fair? People who do good work and put in long hours are rewarded. People who don’t, well, they end up where they probably should be. It’s the American way; it’s the immigrant way; it’s survival of the fittest. It’s an idea that is fundamental to business itself. Except that it isn’t true…

Most of us do not work in a meritocracy. Our misguided belief that we do, however, prevents us from taking the necessary steps to ensure the best performers get ahead and undermines diversity and inclusion efforts.

Why aren’t our workplaces meritocracies? Ability, hard work, and a good character are key ingredients for success in any organization, and the people at the top most likely excelled at all three. But for most, these alone did not get them there, particularly if they’re part of the dominant and/or majority group(s) in an organization. The people who have reached the top likely were assisted by in-group favoritism which causes us to perceive achievements of people in our own group as the result of superior innate qualities. On the flip side, the achievements of people outside of our group are viewed as the result of luck or external circumstances, and they likely benefited from not having the same obstacles others have faced…

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