SESSION 3: DIVERSITY AND INCLUSION

Transcription

1 SESSION 3: DIVERSITY AND INCLUSION WIN In-House Counsel Day Brisbane 2018 Wednesday, 28 February Wednesday, 28 February

2 Agenda This session will cover Concepts of diversity and inclusion Why it matters to organisations Key components of a D&I strategy Unconscious Bias What is DLA Piper doing? Wednesday, 28 February

3 From compliance to diversity as a business strategy Nearly 33% of respondents say they are unprepared in this area, while only 20% claim to be fully ready. 61% of employees report they are covering on some personal dimension (appearance, affiliation, advocacy, association) to assimilate into organisation. Leading companies: are working to build not just a diverse workforce, but inclusive workplaces, enabling them to transform diversity programs from a compliance obligation to a business strategy, and recognise that the aim of diversity is not just meeting compliance or targets, but tapping into the diverse perspectives and approaches each individual employee brings to the workplace (Deloitte Global Human Capital Trends Report 2014 Extract Engaging the 21st-century workforce) Wednesday, 28 February

4 Diverse and Inclusive Workplaces Diversity is the mix of characteristics, circumstances and perspectives that individuals bring to the workplace and which differentiate groups and people from one another e.g. age, gender, ethnicity, family responsibilities, religion, disability, sexual orientation, education, and national origin. Inclusion involves bringing together and harnessing the diversity of employees that is beneficial. Inclusion creates an environment of involvement, respect, value and connection where the diversity of ideas, backgrounds, and perspectives are leveraged to create business value and overall success. Diversity is about the mixture of backgrounds, cultures and know-how, inclusion is making that mix work Wednesday, 28 February

5 Drivers Wednesday, 28 February

6 Demographics Aboriginal and Torres Strait Islanders * 2.8% of the population Culturally and Linguistically Diverse (CALD)* 1 in 4 born overseas, 1 in 2 at least 1 parent born overseas, 20% speak second language at home (UK, NZ, China, India, Vietnam) Religion * Between there's been a massive growth in Hinduism (.3% 1.9%), Buddhism (.8%-2.4%) and Islam (.9-2.6%) Ageing Population * 1 in 6 are over 65 (15% of the population, expected to grow to 22% by 2042). Most growth in younger ages - migration from Asia. Disability 20 % have a disability (14% physical -chronic back pain, arthritis) with cancer, heart disease, mental illness main illness (AND) LGBTI Difficult to estimate, but the may be up to 11% of the Australian population (Australian Human Rights Commission) A record number of same-sex couples were counted in the census. The number of male and female same-sex couples is roughly equal, but female couples are five times as likely to have children.* Gender Women hold 12.9% of chair positions, 24.7% of directorships, 16.3% of CEOs and 28.5% of key management personnel. Over one-quarter (29.9%) reporting organisations have no female key management personnel. (Workplace Gender Equality Agency) (* ABS 2017 Census) Wednesday, 28 February

7 Benefits to the Potential Benefits Larger pool of talent Organisations Capitalises on differing points of view. Yields greater innovation. Responds to changing demographic and social trends Acknowledges globalisation Enhances client understanding and expectations Competitive edge through improving customer service Larger market share emerging markets Greater employee satisfaction/engagement Committed and flexible workforce Maximises potential Employees Increases discretionary effort Can bring their whole self to the workplace Feel equally advantaged, appreciated, and empowered Enables greater creativity and innovation Reduces stress, sickness, absenteeism Enhances morale, productivity, loyalty Risk management/compliance Cost savings through increased retention rates Enhanced reputation and brand Improved bottom line If people are the key to business success, then diversity and inclusion is a business imperative > Employer and Service provider of Choice. Wednesday, 28 February

8 is good for Business. If you work in an inclusive team you are: 10 times more likely to be highly effective than workers in non-inclusive teams. 9 times more likely to innovate. 5 times more likely to provide excellent customer/ client service. Employees. If you work in an inclusive team, you are: 19 times more likely to be very satisfied with your job than workers in non-inclusive teams. 4 times more likely to stay with your current employer. 2 times more likely to receive regular career development opportunities 7 times less likely to have personally experienced harassment and/or discrimination in the past year. Every-one In organisations taking action to create a more diverse and inclusive workplace, a similar proportion of female and male workers were: very satisfied with their jobs (43% women, 45% men), and significantly more satisfied than men and women in organisations where no action was being taken (28% women, 23% men). (Diversity Council of Australia Research 2017) Wednesday, 28 February

9 Key Components of developing/enhancing a D&I Strategy Leadership commitment Starting point? Definition of diversity Workplace demographics Review existing policies and practices across functions Consider organisational culture/potential barriers What are competitors doing? What do clients expect? Stakeholder involvement, commitment and support Management engagement Accountability Success Measures Continual review Clear communication strategy Wednesday, 28 February

10 Wednesday, 28 February

11 Unconscious Bias Unconscious biases are: attitudes beyond our regular perceptions of ourselves and others reinforced by our environment and experiences the basis for a great deal of our patterns of behaviour about diversity. Research is proving that we are biased towards the world around us and use stereotypes all the time. Our brains are wired towards patterns and similarity, while difference is harder to accommodate. Where there is bias (conscious or unconscious) in the workplace, we continue to recruit, promote, allocate work, and manage performance with filters on our thinking. Wednesday, 28 February

12 How Can Bias Manifest? Recency effect Placing too much weight on recent events rather than considering the full review period The Halo/Horns Effect If a reviewer has a generally positive (halo) /negative (horns) view of someone, they tend to rank all items of review higher/lower and will discount data or information that contradicts this view. The Spillover Bias Placing too much weight on past events (something the person 'used to do') when looking at current objectives and performance The Similar to Me Error as human beings, we naturally have a preference for those we judge to be similar to ourselves. This means we tend to rate behaviours that are similar to our own style more positively, regardless of the outcome or achievement Wednesday, 28 February

13 Leadership from the Top We are committed to creating and sustaining a diverse and inclusive workplace to support the firm's vision to be the leading global business law firm. As a global law firm, we can draw strength from the different perspectives and ideas that are generated by a diverse workforce. This diversity of thought leads to greater insight, innovation and creativity, to better meet the needs of our teams and clients." Melinda Upton Co-Managing Partner Jim Holding Co-Managing Partner Wednesday, 28 February

14 OUR VISION -TO BE THE LEADING GLOBAL BUSINESS LAW FIRM OUR VALUES OUR CLIENTS The interests of our clients are at the very heart of our business, and we strive to achieve the best results in everything we do for them. We believe in longterm relationships with our clients based on openness and honesty. We respect and meet our obligations as professionals. OUR PEOPLE We value diversity and respect for the individual. We believe in teamwork for the good of the firm and our clients. We believe in developing all our people and rewarding achievements fairly OUR COMMUNITIES We look for opportunities as individuals and as a leading global business law firm to make a positive contribution to our local and global communities. We encourage our lawyers and staff to participate in Corporate Responsibility (CR) and pro bono initiatives that embody our values, and we create joint opportunities with clients on pro bono initiatives OUR CULTURE We promote an inclusive culture in which everyone has the opportunity to progress their career and where pathways to career progression are transparent. We celebrate and draw on our strengths as a diverse multicultural, multijurisdictional global firm. We are ambitious and entrepreneurial and we strive for excellence and quality in everything we do for clients. Wednesday, 28 February

15 Diversity and Inclusion To create and sustain a diverse, inclusive and accessible workplace to assist us meet our people and business objectives. Human Resources Attract, develop and retain our people through transparent, supportive and collaborative leadership Firm objectives To be the leading global business law firm Create equitable workplaces Remove barriers Tap the broadest talent pool Values People Clients Community Culture Wednesday, 28 February

16 DLA Piper Diversity and Inclusion Action Plan Overarching - To create and sustain a diverse, inclusive and accessible workplace to assist us meet our people and business objectives. Gender - increase the representation of women in partnerships Mental Health/Disability - ensure an inclusive and accessible workplace to prevent and/or support people with mental health issues and disability Flexibility - Better support employees to integrate Work and Lifestyle Commitments LGBTI - workplace enables LGBTI to be themselves at work Aboriginal and Torres Strait Islander - Support the Reconciliation Action Plan and increase the representation of Indigenous Employees through pipeline activities Culturally and Linguistically Diverse (CALD) Increase representation of people from CALD backgrounds across the firm and arise awareness of cross cultural competencies Wednesday, 28 February

17 Organisations that are successful Committed and visible leadership Understand and articulated their business case Reviewed and developed their policies and procedures Built diversity confidence in their people Developed resources to assist managers and employees Encouraged the positive perspective that they are tapping into the entire talent pool and creating inclusive workplaces Focused on the person's skills and talents Removed barriers. Wednesday, 28 February

18 Wednesday, 28 February