Global Lead Brings
Diversity to the Law
Appoint a coordinator. Whether the law firm allows at-
torneys to work balanced hours (individually tailored, reduced
schedules) or part time, it’s important to designate an adminis-
trator who implements and oversees the program, checks for
disparities between the schedule promised and the schedule
actually worked, troubleshoots problems and supervises the
firm’s attorneys.
To stay competitive with the current and
future client base of today’s leading law firms,
diversity is a critical business strategy.
“Top law firms often offer advice on
diversity and inclusion to their clients.
Now, those same firms are being asked
about their own practices as their clients’
senior leaders and employees become
more diverse,” says Patricia Melford (top
photo), vice president of client services for
Global Lead, an international management-consulting firm. Global Lead understands
that exceptional legal skills and credentials
are a given in the legal profession, but the
best firms are looking beyond skills to get
a better sense of candidates’ true potential.
That’s why a crucial step in an engagement
is to develop a recruitment strategy that
identifies diverse talent, says Melford. “We extrapolate the most important components of the business
case for diversity, and we help our clients achieve
their strategic goals.”
That process includes building relationships with
law schools that have a large population of diverse
students and working with their affinity groups. “You
should also work to create a talent pipeline by engaging students at the middle-school and high-school
levels who may go on to law school,” explains Patrice
Baughman Borders, Esq., legal strategist and consultant for the company.
Recruitment alone is not enough. Creating an inclusive
environment that prepares new associates for success—
what Global Lead refers to as “re-recruitment”—
is another critical component. “We help firms focus on
relationship building,” says Borders. “The relationships an
associate builds translate into the type of work he or she
gets, and ultimately, to whether an associate is invited to join
the partnership.”
Most importantly, firms with a commitment find that
diversity and inclusion can fit into an environment where time
is limited. “We can help a firm prioritize what strategies will
deliver the greatest return on the investment while driving the
goals of the firm,” says Melford.
Check for assignment disparities. Attorneys who opt to work reduced hours are
sometimes unconsciously denied challenging or
interesting assignments.
Consider job sharing. Corporate counsel
and government attorneys are already successfully
sharing a single position between two attorneys.
Currently, 20 percent of firms surveyed by the
NALP allow job sharing, either outright or on a
case-by-case basis.
In addition, Yamate counsels her colleagues to
take their professional careers and personal lives
into their own hands. “You can’t rely on your firm
to do it for you,” Yamate explains. “But if the firm is
not giving you what you need, you should go some-
place else. You have to balance what’s most impor-
tant to you.” ❚
© 2007 DiversityInc ®. This advertising-supported special section was
written by D’Anne Hotchkiss under contract to DiversityInc.
Content is the property of DiversityInc. For more information or
to order reprints, please contact gzoppo@DiversityInc.com
10
9.16%
8
Total Women of Color
Asian American
Black
Latina
6
4.42%
4
2
2.72%
1.66%
—Bob Trebilcock
0
