Presentation on how to build & structure a D&I plan, and make it global

1. Setting a D&I Structure
Making it Work Globally and Locally
Mitra Janes
Diversity and Inclusion Manager

2. DLA Piper
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9000 people
4200+ lawyers
Over 30 countries
Over 75 offices

3. The International Diversity Proposition
It's not just the right thing to do….
….diverse teams add to the bottom line
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4. One Size Does Not Fit All
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Retain regional
differentiation
Facilitate global
alignment

5. The 'What'….
D&I integrated into the firm's processes
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6. The 'What'…
 A robust, evidence based process
 Minimum standards across every region
 Flexibility for additional local priorities
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7. Regional D&I Action Plans
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8. An Example
3. Development and Retention
Training Specific Diversity and Inclusion training implemented for all staff
Enhanced awareness training for senior leaders (e.g. Unconscious Bias) implemented
Attrition Analysis by reason for leaving for all available diversity characteristics by level/grade
Analysis of retention rates post family-leave
Performance Management Analysis of performance ratings by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)
Client Pitch Teams Analysis of lead partner and additional lawyers on pitch teams by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)
Pay Undertake equal pay audit/review for all available diversity characteristics for all levels/grades
Talent Pipeline Review selection of participants for Career Academies by gender plus at least 1 other diversity characteristic (e.g. ethnicity, social mobility)
Establish structured mentoring schemes, tailored to needs of under-represented groups where applicable
4. Engagement
Resource Groups Establishment of relevant resource groups OR ensuring access to regional resource groups (e.g. LAW, Family Network, EMG/Heritage, LGB&T etc.)
Views of Resource Groups incorporated into action planning process
Flexible Working Introduction of formal flexible working policy where appropriate
Introduction of informal flexible working with appropriate senior leader support
Pilot agile working study (business benefits of FW rather than EVP)
Briefings for management on experience of managing flexible workers
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9. The 'How'…
 Use the data!
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10. The 'How'….
 Focus on demonstrable impact and output
 Engage with local leadership, HR and key
influencers
 Prioritise specific actions
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11. Critical Success Factors
1. Fit for purpose – aligned to vision and values
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12. Critical Success Factors
2. Effectively governed and supported
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13. Critical Success Factors
3. Responsive to feedback
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14. Questions?
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