Can we wait until 2062 for a more balanced bench?

According to recent reports, Lord Sumption Supreme Court Justice has warned that it may take more than 50 years to achieve a diverse judiciary that reflects the makeup of society under current appointment procedures. But can we wait until 2062 for a more balanced bench?

Here at DMJ Recruitment we are firm advocates of equality within the legal profession. And so it’s discouraging to see that the senior judges are reluctant to predict rapid improvements in judicial diversity in coming years.

Lord Sumption believes that we have two choices: either we continue to appoint on merit and wait another 50 years for a truly diverse judiciary, or we bite the bullet and stop appointing on merit and rely instead on some form of positive discrimination – which he believes is “the only thing likely accelerate the rate of progress” – when choosing our judges. But is he being pessimistic? Or realistic?

We firmly believe that any role should go to the best man – or women – for the job, not only within the judiciary but also the wider legal profession. We now have adequate pipelines to encourage more diversity into senior roles. But is this enough? There needs to be a change in long-held attitudes within the profession before the workforce can be truly representative of the UK.

After all, a judiciary with a diversity of experience is more likely to achieve the most just decision and the best outcome for society on the whole. What’s your view? Let us know by commenting below.

The end of hourly billing?

Nord Neuberger, one the UKs most senior judges, has called for fixed costs for legal work. Is he right in suggesting the huge hourly rates lawyers demand ‘reward inefficiency’?  And if we move towards fixed legal fees will they change the face of the profession?

The hourly rate for lawyers is an established system which has historically worked well. However as Master of the Rolls, Neuberger argues the current system penalises those who are able to bring cases to a close quickly and those with greater professional knowledge and skill.

Social Mobility: Too Little, Too Late?

We’re pleased to announce that we have teamed up with leading international law firm, King & Spalding, to host a diversity seminar on Thursday 10^th May between 6:30pm and 8:15pm. 

This seminar will seek to discuss social mobility within the legal profession and ask whether enough is being done to help those from disadvantaged and socially diverse backgrounds obtain access to and opportunities within the profession.

The seminar – held at King & Spalding’s London office – will kick off with a keynote speech by Phil Walker, CEO of Summerswood Ltd (and ex COO of Capgemini Ltd) followed by a panel discussion formed of:

• John Collins, RBS Global Banking & Markets Deputy General Counsel.
• Helen Mahy, National Grid General Counsel & Company Secretary.
• Kieran Nolan, Albany School Teacher.
• Oba Nsugbe, QC & Joint Head of 3 Pump Court Chambers.

Chairing the event will be Suzanne Rab, King & Spalding LLP, Partner in the Antitrust Practice

To secure a place at this event please RSVP to Chika Okeke by Wednesday 25^th April on chika@dmjlegal.com or 0203 058 1453.

 

What can HR departments do to assist diversity in the legal profession?

We recently wrote a guest blog for HR Review on diversity in the legal profession. And we want to know what you think – so once you have read the piece let us know by commenting below.

Diversity in the legal profession: A series of PR stunts, or are we beginning to see meaningful change?

There’s no denying that in recent years there has been a lot of noise surrounding the issue of diversity. But is this anything more than a PR exercise by law firms in order to gain CSR points, or are we actually starting to see real, meaningful changes to truly diversify the profession? And furthermore, what role has HR got to play?

Perhaps the most important point to remember is that firms, like any organisation, need to hire the candidate who is not only best qualified but who is also a good cultural fit.  But the reality facing the legal profession is that more often than not the correct fit is the stereotypical Russell Group alumnus from a middle to upper socio-economic background. And it is this that is perhaps the overarching issue hampering a truly diverse profession.   

So what’s the solution? In recent times we have seen some real positive steps: Last year saw the launch of the Accutrainee training scheme, Freshfields Bruckhaus Deringer has unveiled its plans to offer two law scholarships for University College London law students, Ashurst has introduce quotas for the number of women it wants in its management team, and PRIME was launched to improve social mobility within the legal profession. 

Initiatives are being launched so what should HR professionals in the legal profession be doing to further promote diversity? HR departments are at the heart of each and every organisation, it is these professionals who can really kick start change. And HR teams ought to be taking steps to ensure diversity is not simply a box ticking exercise.  Here are some thoughts:

• Professional networks – does the legal profession need to take action like other professions, for example investment banks, who have set up gender, ethnic and sexual orientation groups?
• On-site childcare facilities and flexible working for all female employees– will this assist working women and is it time firms started seriously thinking about this option?
• Target versus quotas – targets are one thing, but does the legal profession need to go as far as quotas to propel women and other minority groups up the career ladder?