International women’s day: Firms must change to help women make partner

The current US backlash against diversity, equity and inclusion initiatives is worrying for those who want to see a continuation of the progress made for women working in the law. With major US corporations publicly retreating from diversity programmes, the worry is that UK law firms will also draw back and deprioritise formal initiatives aimed at a more inclusive workplace.

This would be a real mistake at a time when, despite considerable progress, areas of law remain where there are few female partners. In many larger firms the  percentage of female partners is below 30% and women are underrepresented in practice areas such as corporate and finance.

Women might be in the majority in the profession, but many still struggle to visualise a path to partnership. That must change; not just for women who want to further their careers, but because firms will find that with more women making it to partner, they become a more attractive place to work, improve how the firm is perceived by clients and establish a more sustainable workforce with fewer women leaving at associate level.

Lack of trust

For women lawyers I speak to, there is often a lack of trust that their firms want to see them progress. Many have few role models and their firms do not have top-down strategies for developing female talent.

For women looking to take the next step, work allocation is not always considered fair, with female associates not included on high-profile matters and having less visibility with partners and decision-makers. Moreover, it is still easier for men to form social bonds outside work through socialising around shared interests and hobbies. While the days of men-only clubs are largely in the past, pursuits such as cycling and golf tend to skew male. This extra ‘airtime’ creates a disadvantage for women because partners want to work with people like them.

From the perspective of male partners, some believe the #MeToo movement means they must be more cautious in interactions with junior female associates, leading to decreased networking and mentorship opportunities. Many appear still not to recognise that many women do actually want to become partners and do not see their long-term future in-house.

Billable hours and a heavy workload remain key for those with family commitments who are keen to maintain work-life balance, especially in areas of law where there is an expectation that one is always available.

Career sustainability

Most firms that lack women at partnership level recognise the need for more gender diversity, so what needs to happen?

Organisations must establish clear pathways for advancement, setting out what it takes to make it from trainee to partner and having regular meetings on career aspirations and progress, separately from appraisals. Candid conversations about career ambitions should be encouraged.

We know that mentoring benefits advancement so this should be an option throughout a woman’s career, ideally starting early. We also need to address biases, especially in relation to work allocation, and create opportunities for equal social interactions, networking and career support across both sexes.

As more females make it to the top, women will have more relatable role models. This helps to perpetuate progress. Visible male role models who take parental leave, are present in their children’s lives and talk openly about their family are also beneficial.

Firms should support career sustainability to retain and motivate women, especially around maternity return, as well as normalising discussions on work-life balance and flexible working arrangements. The unique challenges faced by women in the workforce in relation to caring roles should be acknowledged, with flexible working policies clearly communicated and expectations of working patterns established to reduce anxiety and stress.

Client relationships must also be considered. Firms should advocate for reasonable client demands that respect family commitments. Solutions might include having bigger matter teams for particularly busy or time-pressured work, so that if a team member has any family or other personal commitments, someone else can step in. Partners should also be more deliberate in including women in client relationships.

Clients notice the composition of partnership teams, and addressing gender disparities can enhance a firm’s reputation and credibility.

Measuring success

Measuring success is not just about the number of female partners at the top. Firms should evaluate female partner contentment and performance, assessing the gender mix of teams on an ongoing basis and measuring retention and job satisfaction. Statistics on gender should also consider intersectionality, looking at the representation of women from minority and underrepresented groups.

Firms need a formal, top-down strategy for gender goals and how they plan to develop and promote female talent. There may be dissenting voices from across the Atlantic, but ultimately this is not only about doing the right thing, it is in the best commercial interests of legal services organisations to take action.

Change needs to come from the top – no real commitment to gender parity can be realised without an active, conscious effort by those in power. Women at all stages in their careers would like to see leaders with the courage and conviction to implement meaningful changes.

Dana Denis-Smith is founder of the Next 100 Years project and CEO of Obelisk Support