ITHOUT QUESTION, diversity in the workplace is a noble, laudable and, indeed, necessary business principle. And the reasons supporting increased diversity in law firms are plentiful. For example, during this economic climate, which can be described as a “client’s market,” it is critical for a firm to distinguish itself. In addition, many clients encourage, or even require, a diverse pool of attorneys working on their cases or transactions. For many firms, the threat of work being taken away is enough incentive to get on the diversity band wagon.
The argument also exists that increasing diversity is, simply, the “right thing to do.” While the reasons supporting this principle have been the subject of much discussion and debate, they are not the focus of this article. Instead, the presumption here is that diversity is, in fact, an objective that firms seek to achieve and support. Whatever the reason, though, whether altruistic or economically driven, there are certain basic tenets associated with successful diversity programs.
