Setting a D&I StructureMaking it Work Globally and Locally

Mitra Janes

Diversity and Inclusion Manager

DLA Piper

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9000 people4200+ lawyersOver 30 countriesOver 75 offices

The International Diversity Proposition

It's not just the right thing to do….

….diverse teams add to the bottom line

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One Size Does Not Fit All

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Retain regional differentiation

Facilitate global alignment

The 'What'….

D&I integrated into the firm's processes

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The 'What'…

A robust, evidence based process

Minimum standards across every region

Flexibility for additional local priorities

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Regional D&I Action Plans

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An Example

3. Development and Retention                          

Training  Specific Diversity and Inclusion training implemented for all staff              

  Enhanced awareness training for senior leaders (e.g. Unconscious Bias) implemented          

Attrition Analysis by reason for leaving  for all available diversity characteristics by level/grade           

  Analysis of retention rates post family-leave                

Performance Management Analysis of performance ratings by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)    

Client Pitch Teams Analysis of lead partner and additional lawyers on pitch teams by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)

Pay Undertake equal pay audit/review for all available diversity characteristics for all levels/grades        

Talent Pipeline Review selection of participants for Career Academies by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)

  Establish structured mentoring schemes, tailored to needs of under-represented groups where applicable      

4. Engagement                          

Resource Groups Establishment of relevant resource groups OR ensuring access to regional resource groups (e.g. LAW, Family Network, EMG/Heritage, LGB&T etc.)

  Views of Resource Groups incorporated into action planning process            

Flexible Working Introduction of formal flexible working policy where appropriate              

  Introduction of informal flexible working with appropriate senior leader support          

  Pilot agile working study (business benefits of FW rather than EVP)            

  Briefings for management on experience of managing flexible workers            

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The 'How'…

Use the data!

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The 'How'….

Focus on demonstrable impact and output

Engage with local leadership, HR and key influencers

Prioritise specific actions

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Critical Success Factors

1. Fit for purpose – aligned to vision and values

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Critical Success Factors

2. Effectively governed and supported

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Critical Success Factors

3. Responsive to feedback

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Questions?

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