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CCCA_V6No3_Diversity-FIN_CCCA 9/18/12 1:08 PM Page 32 Feature CBA produces diversity guide for law firms equal access to opportunity; accommodation of diverse physical needs; communication; a demonstrated commitment to continuous learning; Clients are increasingly behind the drive to diversity in participatory work systems and employee involvement. law firms, says Level Chan, a partner with Stewart In Weyerhaeuser’s case, the company identified a basic imperative: ensure McKelvey in Halifax and the vice-chair of the CBA’s that diversity fits with its identified value, e.g., the “people” value. It then Standing Committee on Equality. set out the areas for action: leadership role modelling; governance and In fact, according to an online poll of corporate accountability; talent management; culture and climate; and supplier, cus- counsel in the U.S., just over half will be influenced by tomer and community outreach. a law firm’s diversity policy when they go to retain out- It linked its strategic diversity framework to the other priorities of the side legal assistance. company, and set up a “diversity scorecard” which tied incentive pay to The Canadian Bar Association has introduced a tool managers’ performance on diversity to help law firms take their cultural temperature, to find The company measured its progress by looking for positive trend out not just how diverse they are, but how their diver- improvements on its workforce profile, and monitoring its cultural climate sity policy is paying off in terms of staff engagement. to make sure all the employees were comfortable. Other indicators includ- The online Measuring Diversity in Law Firms guide, ed workforce representation, placements against opportunities, employee developed by Dr. Lorraine Dyke of Carleton University, retention, litigation and audits, diversity education and accommodations. was introduced at the recent Canadian Legal Cultural diversity may be the “next big wave” in business, but hiring Conference in Vancouver. a bunch of people from a variety of racial and social backgrounds does- The Guide gives firms information on designing sur- n’t make you a surfer. veys and communicating the results. It provides guid- Knowing how to show respect in — and of — other cultures is cru- ance on collecting and crunching data in two key areas: cial, especially in an economic downturn when you might need to go self-identification data, used to assess the representa- outside traditional markets to stay in business, says Rhonda Singer, a sen- tion of diverse groups, and diversity climate data, which ior consultant at Coaching for Action, Inc. is used to assess inclusiveness. The self-identification “Misunderstandings rooted in cultural differences are the biggest data gathered should help firms identify where their obstacle to effective expansion,” Ms. Singer warns. diversity plans are working and also where there may be Change shouldn’t begin and end with a diversity plan, says Patricia barriers to inclusiveness, while the diversity climate data DeGuire, first vice-president with JusticeNet in Toronto and a founding can pinpoint problems experienced by particular groups. member of the Canadian Association of Black Lawyers. “Good diversity management means utilizing the dif- “The ‘animal’ we are trying to address is changing essential discrimina- ferences among employees to create new ways of tory notions,” says Ms. DeGuire. “I want to challenge people to move thinking, spur creativity, reach better decisions, away from their diversity plan and build those things in.” enhance flexibility, and deliver more effective service,” Dr. Dyke writes. Kim Covert is a writer and editor in the CBA’s National office. 32 CCCA Canadian Corporate Counsel Association FALL 2012