Linklaters' gender diversity aim is an easy feat

As the morning alerts drop into my inbox one of them catches my eye. It’s a first in the form of a public statement from a magic circle firm setting out its stall on partnership level gender diversity targets. In simple terms Linklaters’ aim is, by 2018, for at least 30 per cent of new partners to be female.

It is commendable to make a public announcement, but behind the headlines, is the substance of the target underwhelming?

Given that it is a target, let me explain myself using a SMART objective assessment:

The target is specific and measurable as it clearly states the attainment standard – note the use of the word ‘new.’ The firm is not proposing a radical overhaul of the partnership or performing a cull of existing males to even up the demographics. It is drawing a line in the sand and benchmarking for the future.

Is their target achievable? The firm favours the graduate route for recruitment, so taking a look at the demographics provided by the Law Society, the firm should be able to ace their target with their eyes shut and standing on their heads, all while maintaining
billable hours.

For the last 20 years there has been equality of entry into the profession and there are currently 47 per cent female practising certificate holders. Between the ages of 31 – 35, women outweigh men 25 per cent to 15 per cent.

Bearing this in mind is their target realistic, or is the firm setting the target artificially
low – let us refer to the target that only applies to ‘new’ promotions.

Given the demographics and an enlightened pathway to partnership over the time frame, how could they not hit and exceed their target? Why not really throw down the gauntlet and aim for parity in prospects and attainment?

Part of the challenge of setting the target is ensuring it is achievable. What the statement really says is that within four years the firm will have improved on its current performance but will still be some way from creating a leadership reflective of the profession’s demographics.

Firms like Linklaters divert a huge amount of resource to corporate social responsibility, diversity initiatives and spend many hours mentoring, managing and developing women for partnership: they are challenging the construct and presumptions made and breaking down barriers
to attainment.

The Times research in 2014 awarded the firm a position in the Top 50 Employers for Women so they are clearly on message for diversity, but the headline exposes just how
far the firm and others like it
have to go.

The focus is on making the process of promotion and those seeking prospects ‘fit for purpose.’ Isn’t it time to also tighten the focus on making the role of partnership ‘fit for people?’ SJ