BAKER MCKENZIE
importance of giving everyone in the firm the chance to get involved with D&I, along with the licence to come up with new ideas. “Our focus groups meet regularly and they’re not just talking shops – we want new ideas, from everyone,” he enthuses. “If you give people a sense of ownership over an initiative, it goes beyond just being a policy – it lifts it off the page, you could say. Also, people are more likely to create something that they are personally committed to with that level of autonomy.” Ellie also suggested a new schools programme recently and was given the freedom to run with it. “Along with two other trainees, I am working on a social mobility initiative with one specific school in a deprived part of East London, but with a view to rolling it out to other schools,” she explains “We are running an essay competition – we’ve had great engagement from the students and invited the winners into the firm for lunch with some of our partners. As it’s a project I’ve helped to own and shape, I feel much more invested in it.” Jonathan too has had the chance to be a part of two D&I campaigns that are close to his heart. “I am involved in two forthcoming campaigns focusing on anti-bullying and the concept of ‘Colour brave’,” he explains. “Colour brave aims to break through the discomfort people can feel when talking about race. We will be encouraging the entire office to develop the tools to feel comfortable speaking openly about ethnicity. There is a common thread between the two and we’re trying to bridge that gap. It makes sense to bring our diversity groups together wherever there is crossover. Regardless of diversity strand, our objective is the same – it’s
about inclusion, acceptance and being comfortable bringing your whole self to work.” That intersectionality between groups is something that Arron recognises as important. “We try hard to link up the groups, working holistically, and pooling ideas and resources. There’s no point viewing them in silos – for example, social mobility often overlaps with ethnicity in terms of personal background, so it’s important to recognise that. It’s also a good way to get people speaking and the more that happens, the better.” Another way to encourage open conversations is to get people to tell their own stories. “Over the last couple of years we have created a platform for different groups of people to share their personal experiences on, for example, mental health issues or social mobility,” explains Arron. “It really gets people talking to each other and then engagement with the initiatives goes up; it’s something of a virtuous circle. It is a very powerful way to help people to be themselves. Ultimately, that shows a genuine commitment to D&I, and it has lots of benefits for the firm.” In fact, there are many direct benefits for a law firm known to have a diverse workforce. “The more that people can truly be themselves at work, whatever their background or affinities, the more they will enjoy their jobs,” surmises Arron. His feeling is that it also improves client relations: “Clients are increasingly looking for their legal teams to reflect their own diversity. Partnering with clients on joint initiatives – for example, on work placements or school-focused social mobility programmes – is a natural way to go beyond the day-to-day discharge of legal work and form more
Our objective is the same – it’s about inclusion, acceptance and being comfortable bringing your whole self to work
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