Just 18.6% of partners across the UK’s top 20 law firms are women, according to research published by The Lawyer magazine, even though their intake of trainees is fairly evenly balanced between men and women.
And these statistics lag far behind other sectors – many of which could be perceived as equally conservative and male dominated. At Lloyds banking group, for example, 28 % of senior roles are held by women and it is targeting 40 % by 2020.
Despite most firms having clear diversity and inclusion policies, many being part of the 30% club and having networks to support women and ethnic minority staff, the figures show something is not working.
Unconscious bias is a way of explaining what is going on in firms – that despite all the increased awareness around the business case for diversity underpinned by legislation in the form of the Equalities act, bias, particularly against women and BME groups, persists.
Helping partners and managers in law firms understand unconscious bias and explore how we all have prejudices buried within us is a good first step. We all demonstrate preferences for one set of characteristics over another, depending on our past experiences and influences. We like people we perceive to be like ourselves. It is human nature.
Becoming aware of how these subconscious preferences can affect our decision-making and interaction at work is vital if firms are to stop bias creeping into areas such as deciding who to recruit into the firm, who should be promoted or who should be given that high profile case.
But awareness is only the first step. What firms must also do is to equip partners and managers to make changes to their own behaviour and have the confidence to intervene when others’ behaviour or actions show signs of bias.
Research from the ENEI (Employers network for equality and inclusion) cites that managers admit to feeling anxious about “saying the wrong thing” to people different to them.
What is needed is open, honest discussion around these anxieties and guidance to develop the confidence to open up conversations, ask good open questions that stop assumptions being made and ensure all team members are treated fairly, no matter who they are.
Sounds simple, doesn’t it? But the figures clearly show this isn’t happening. The white, male dominated leaders of the legal profession persist in recruiting and promoting in their own likeness.
Invest in explaining the neuroscience and raise awareness for sure – but also help your partners and managers to take action and actually change their behaviour... that is what will start to make the difference.
Click here for more information on how we can help your partners and managers reduce the effects of bias in your organisation or have a look at other firms we have worked with in this area or call us on 01903 732 782 or email us firstname.lastname@example.org
Stella Chandler and I founded Focal Point on a shared belief that a training course run in isolation doesn't work. We passionately believe there must be support both before and after the training or coaching session itself for it to make a difference. When I am not facilitating sessions with clients or looking at ways to grow the Focal Point business, you will find me in a calming yoga class...