By diversity I mean all characteristics of identity including age, sex, race, gender and ability. It is strategically beneficial to have a diverse workforce, because people have different life stories and experience, and this broadens the perspective of the entity for which they work. This is especially important where we interface in a global market both within and outside of the UK. The benefit of diversity can become evident when an organisation learns from these experiences – what people like and don’t like, the differences and similarities between people – and allow them to influence how its members work with each other and with persons outside.
Another aspect of diversity is that clients and stakeholders often like interacting with people who have similar life experiences – people with whom they can identify. This often lubricates the business discussions; it is easier for people to be at ease where there is that initial recognition of familiarity.
Role models play a vital part of driving diversity and inclusion forward. Unlike mentoring, which is traditionally one-on-one, because role models have somewhat of a platform, whether that be a stage or the media, their stories have a greater reach and impact on a wider range of people. Organisations like the Prince’s Trust, the Black Solicitors’ Network, and Powerful Media provide a platform for these role models. They show that there are several role models in our midst. Their stories are real and authentic.
There is a problem when people don’t see those role models and know that there are people just like them who wish to achieve and are achieving. This could contribute to a perception that attainment is not possible and for them to question why one should try to achieve. In sports, there are several examples of racially diverse role models, but when it comes to the professions, not much is heard about diversity across the board. Mentoring is also important in that there is direct guidance.
There are still restrictions on getting people into the talent pipeline early. I really think that restrictions on the need to have training contracts and pupillage before one can qualify to become solicitor or barrister respectively should be removed. These restrictions were removed in Jamaica in the 1970s, because only people of privilege got those opportunities. The question then becomes, how one regulates people who do not have training contracts and pupillage. Lessons can be learned from successes in other countries such as the US where these restrictions do not exist.
As for affirmative action and mechanisms to fill quotas, I do not believe in one being mandated to choose someone for a role solely because of their identity. Such a requirement doesn’t do much for diversity and may in fact be detrimental to the cause. By appointing someone with a wholly inappropriate skillset, they are likely to fail at the job and as a likely consequence, perpetuate stereotypes and prejudices. Embracing diversity is simply about embracing humanity – recognising that talent comes in different forms and from different people. People have diff erent talents, experiences and have overcome different barriers to get to where they are. They bring these multiplicity of characteristics when they apply for a job and as such it’s important to bear all these issues in mind. However, race or whatever the characteristic is should not be the only factor to the exclusionof others on which a decision is made.
Diversity can be inherent within an organisation’s DNA. For this to happen and to make real progress, the impetus needs to come from the top. Meaningful engagement with the beauty of diversity can’t simply be a tick-the-box exercise. Leaders need genuinely to encourage and facilitate it. We need to strive for genuine engagement that treats, values and encourages people as individuals with diverse talents, not as stereotypes.
There is a perception in legal circles in the City that to get a job one needs an Oxbridge/red-brick background or well-to-do parents. This is somewhat true when one considers the partnerships within firms.
There need to be success stories that are not based on this paradigm. Further, it’s easier to talk about diversity at the entry level, but when one looks at the partner and senior management levels, they’re not diverse.
Business plays a significant role in leading society forward and in advancing the idea that we are all people and individuals, who have different experiences and talents who can contribute to the greater benefit of the organisation and to wider society. We’re not quite the Star Trek generation yet with infinite diversity in infinite combinations! We have come a long way, but we have a long way to go.