Recent research highlights a persistent gap between the commitment to diversity, equality, and inclusion (DEI) policies and their practical implementation in law firms and in-house legal departments.
A survey conducted by Obelisk Support involving 133 senior lawyers, including general counsel, reveals the disparity between DEI strategies and their execution. Despite 71% of respondents indicating their workplace has a formal DEI strategy, only 24% feel ‘very empowered’ to achieve DEI objectives. This suggests a disconnect between leadership commitments and the empowerment of legal staff.
A general counsel remarked on the visible leadership commitment to DEI, but highlighted a disconnect in empowering staff to participate actively in these initiatives. Another senior legal counsel noted that while the CEO champions DEI, many employees feel excluded from decision-making processes related to these efforts.
Financial investment in DEI remains a contentious issue, with over 40% of lawyers expecting their organisations to increase funding within the next year. However, 53% believe that financial allocations will remain unchanged. One general counsel emphasised, ‘We are increasing our DEI budget to support more training and employee resource groups. However, this is still a struggle to justify amidst other financial priorities.’ Additionally, the lack of resource allocation and prioritisation of DEI is perceived as a recurring problem, as noted by a law firm partner.
Despite challenges, 46% of participants observed a positive shift in employee engagement or demographic data due to DEI initiatives over the past 12 months. Conversely, some expressed concerns over the absence of concrete data demonstrating the effectiveness of DEI programmes.
Obelisk Support underscores the necessity of high-level sponsorship and leadership to set the tone for DEI as a strategic goal. Dana Denis-Smith, CEO of Obelisk Support, points out that leaders who foster transparency and hold themselves accountable for DEI outcomes are fundamental in bridging the gap between policy and practice. She asserts that DEI should not be merely a ‘box-ticking exercise’ but a core component of organisational identity.
In summary, achieving effective DEI implementation in the legal sector requires more than just formal strategies; it demands active leadership involvement, transparent processes, and sufficient resource allocation to empower all employees in participating meaningfully.
