The Case Study:

We interviewed Gareth Bennett, Human Resources Director at Freehills (a large legal firm) to understand (i) Freehills objectives with regard to diversity (ii) the steps Freehills has taken to execute its diversity strategy (iii) the impact of Freehills recent roll-out of unconscious bias training for leaders (iv) the outcomes and (v) next steps. Freehills has been focused on diversity for about eight years, and that focus created fertile ground for Freehills introduction of unconscious bias training in 2010/2011, the unconscious bias leadership training was a breakthrough. It was a light bulb moment for partners says Gareth.

What are your objectives with regard to diversity?

The firm has made a concerted effort over a number of years to address the issue of the retention of highly talented women and their opportunities for advancement. We would like to broaden our focus, however, there has been a reticence to take our eye off gender until we are satisfied that we have really hard- and soft-wired the firm to get it right. I do think we can broaden our approach and not lose impact by framing diversity as diversity of thought and tying that into leadership - it is absolutely fundamental and targets inclusive practices and behaviour, and values difference, in all its forms.

How have you gone about executing your strategy?

There are many initiatives that can be undertaken. We have looked at flexible work and have partners working part-time. We have also expanded the career opportunities for men and women. In 2009 we created alternative career paths to partnership, so now we have a range of roles available for promotion. None of that is enough. Diversity has to be championed, it has to be the norm, championed by men and women and ingrained in our culture. Our Women at Freehills program has made great strides over the years and it is encouraging to see its evolution. What started as essentially a networking group for our senior women has broadened in a number of crucial ways. The focus has moved to women at all career stages (rather than just at partnership level) and the needs of people more broadly within the firm. For example, men have been actively recruited as champions for flexibility. We have shifted towards inclusive thinking and behaviour, which really reflects our current focus, and that has brought men into the conversation.

For the past 12 months our strategic plan has been about behavioural and mindset change. Just like everyone else we have fantastic policies, but it is the way we enact our policies that will make a difference, and cultural change takes time.

The unconscious bias leadership training was a breakthrough. It was a light bulb moment for partners. Statistics and a business case is one thing, but the unconscious bias program helped them to see bias and say Hey, thats me. It helped people link their behaviour to the problem.

How has unconscious bias training helped with behavioural change? What have been the impacts?

Essentially, the timing was right for us and the unconscious bias piece linked the dots. It has provided fresh energy and a new direction for us. There have been a number of different impacts:

1. Hearts and minds I have seen a shift from systems, policies and programs to personal engagement the hearts and minds. The training landed on fertile ground for us, as a fundamental aspect of our leadership development is understanding self. There is a new central group with new joint chairwomen as a driving force, and this is underpinned by support of the CEO and the Executive, as well as by regional groups who are the local drivers of change. So, we have both a top down and a bottom up approach. And this approach is supported by really passionate individuals. We include diversity as a standing item on the agenda of each leadership meeting, for example at practice groups and with the Executive and Board. You cant help but talk about it when it is a standing item on the agenda.
2. Greater Awareness Sometimes people think they understand bias, but really, they dont. I remember one CEO (in another organisation) who said, I get diversity but one of my staff challenged him by asking What time is your first meeting? He replied 7:30. So, then she asked, Who takes the kids to school?. The penny dropped for him and he responded, Its difficult isnt it.

Question -

Identify TWO theories that you have learned in this unit and then relate their relevance and applicability to the given case study. (5 marks 200 words)