At many firms, the job of planning, implementing and overseeing the firm’s diversity efforts is left up to the associates and partners who are appointed to serve on the firm’s diversity committee. Committees are the typical way that firms make preliminary decisions before the matter is put before the managing partners or a hired professional with expertise in a specific area (i.e., technology upgrades, administrative changes, professional development policies) for approval and/or implementation. In the past few years, in addition to staffing a diversity committee, some local law firms have instituted the position of chief diversity officer (CDO) to take ownership of and assume responsibility for the firm’s diversity initiatives. Although the exact job duties vary by firm, generally CDOs are responsible for promoting diversity and inclusion and increasing cultural awareness and diversity in the firm.
Creating this new role is a positive development that can enhance a firm’s efficiency and accountability around diversity. Appointing a CDO to oversee diversity efforts and carry out the suggestions of the diversity committee ensures that the same small group of diverse associates and partners is not tasked with spearheading all diversity initiatives. The CDO can provide the firm with continuity in the diversity efforts and allows for greater accountability in terms of the desired outcomes. While the impact and results of appointing a CDO can be difficult to quantify in the short-term, the long-term measures of success can be much easier to identify. For example, the firm’s managing partner can track the progress of the CDO by examining data on hiring, retention, billable hours, promotions and exit interviews of diverse attorneys. While all of these things can just as easily be implemented and tracked by the traditional human resources or professional development manager, those professionals may lack the training or internal credibility to deal with diversity issues. And, as with many initiatives, if there is not a credible, qualified person ultimately responsible for continuously reviewing and ensuring the desired outcomes, the initiative may yield some early success, but could begin to fade over time, particularly if the responsible attorneys leave the firm or become busy with other matters. Having CDOs serve as change agents in law firms would help ensure that if a firm is going to spend time and effort on starting an initiative, it will be implemented and executed to the fullest extent possible.
