How Magic Circle firm - Slaughter and May is approaching diversity and inclusion

We could wax lyrical about the need to promote greater diversity and inclusivity (D&I) in the legal sector, but we won't. Instead, we're going to tell you about a firm that is not only talking the talk but walking the walk too.?

Magic Circle firm Slaughter and May is making headlines for all the right reasons. This is a firm whose focus on diversity and inclusivity is outstanding, and in this newsletter, we will explain what they are doing that sets them apart and how other firms can learn from their example, step up and reap the benefits of a workforce that accurately represents its full client base.

1. Dedicated diversity and inclusion partners.

This firm puts such emphasis on the importance of diversity and inclusion in the workplace that they have assigned two partners to track, analyse and report data relating to the business' D&I statistics to identify trends and perform gap analysis, implementing appropriate policies to drive the desired changes.?In an impressive feat of transparency, the firm publishes its data every year and uses it to set itself targets for improvement.

2. The firm recruits from a diverse population.

Unlike some firms whose focus is on increasing the gender and ethnic minority balance in their workforce, Slaughter and May go a step further, seeking to attract talented applicants from all social mobility statuses.?They work with a dedicated diversity recruitment partner and have set themselves challenging social mobility targets, with an aim of increasing its proportion of lawyers from lower socioeconomic backgrounds to 15% of its workforce by 2033.?

3. Ongoing career development opportunities.

The firm attempts to build a stable workforce from within, and so focuses on attracting trainees and providing them with the tools, mentoring, guidance, secondment opportunities and structured training that is required for them to thrive and to progress their careers within the organisation, thus reducing attrition, contributing to a stable culture and creating an internal pathway for success.

4. Billable hours targets do not affect remuneration.

The firm believes that performance reviews and remuneration packages based solely upon achieving billable hours targets are outdated and, instead, it promotes a collaborative culture wherein staff help each other to succeed rather than competing against each other for the greatest reward.

5. Preference for multi-specialist lawyers.

Many businesses wish for their employees to specialise in one practice area. Bucking this trend, Slaughter and May believe that a multi-specialist lawyer is better able to achieve a close client relationship and to become a trusted advisor to that client.

For this reason, they encourage applicants from a range of backgrounds and specialities, including non-law functional areas, to fulfil positions within the firm.

The firm is well known for offering its employees access to a number of diversity networks, as well as encouraging social interactions and professional networking, all of which combine to create a culture in which each individual feels a responsibility for the health, well-being and success of their peers.

To find out more about Slaughter and May, visit their website: https://www.slaughterandmay.com/

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