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Volume 11 Issue 3
Editor's letter
“All animals are equal, but some animals are more equal than others,” declare the ruling pigs in George Orwell’s 1945 novella Animal Farm.
If unfamiliar, and as your children could probably tell you, the short book is well known as a satirical allegory on the early history of the Soviet Union – the Bolshevik revolution and rise of Joseph Stalin. Overthrowing a farm’s exploitative (human) owners, animals seek to establish a fairer society where labour is for the common good and reward evenly distributed. But by the end, the pigs – who take charge of operations – have enacted new rules, removed rights, persecuted minorities, disposed of dissenters, and essentially become the very tyrants they sought to replace. ‘Equality’, a founding principle, has been revised and qualified away. The message, while chilling, isn’t a particularly subtle one. Power corrupts.
Today our governments and political parties continually stress the struggle to improve equality – enhancing equality of ‘opportunities’; fighting discrimination where it exists; extending ‘choice’ in education; and empowering those from ‘less advantaged’ backgrounds to improve their circumstances and lifestyles. Universities and workplaces therefore monitor the ‘diversity’ of their candidates – in terms of race, gender, disability, educational background and sexual orientation – and attempt (or so they claim) to improve imbalances.
And now we have the draft of the long-awaited Equalities Bill, including the possibility of positive discrimination as an extra tool in diversity efforts. Where candidates are equally qualified, the plans would enable employers to choose a female or ethnic minority candidate – or indeed a white male if underrepresented – without fear of being sued for discrimination. Not without controversy, it is envisaged it will be particularly useful in the spheres of senior management, where the white male demographic still dominates.
Elsewhere the Bill also looks to tackle the gender pay gap, encouraging firms to be transparent with salary details and the pay gap itself. Public sector organisations would be obliged to disclose details, with private firms expected to follow suit (without being forced). ‘Gagging clauses’, prohibiting employees from discussing their salary details, would also be outlawed. “Women will be able to see they are paid less than men and will be able to complain about it and challenge it,” declared minister for equality (and women) Harriet Harman.
Government data suggests women working part time currently earn almost 40 per cent less than men in full-time roles, while a recent Law Society survey found the median annual salary for a male lawyer was ₤60,000, compared to ₤41,000 for females. In May 2008, Fiona Woolf, past president of the Law Society and a previous chair of the Association of Women Solicitors (AWS), announced a two-year campaign to address the issue. Moreover, the current chair of the AWS, Fiona Fitzgerald, points to the fact that, while 60 per cent of new solicitors are female, only just over a fifth (21.8) per cent of female solicitors are a partner, compared to almost half of males.
Law firms are increasingly publishing a range of diversity statistics themselves, simultaneously professing that further action needs to be taken. Most large firms have set up focus groups and forums to represent minority groups, and talk eagerly of widening access to the profession in the first place.
However, many also say they are opposed to positive discrimination as a rule – preferring to handpick the talent wherever they happen to find it.
It will be interesting to note how, if at all, law firms respond to a further crack down on inequality in the workplace. Harman said one of her main aims was to ensure no business could remain “entrenched in the old boy network” – something law firms could certainly have stood accused of in the past.
Richard Brent
Editor
Features
Feeding the beast
While 98% of lawyer respondents use computers at work, only about 25% use software to enter their time... Clearly, something is wrong with this picture.
Masterclass: Raising the stakes
Effective communication with the interested parties in a merger can help overcome cultural obstacles to successful synergy, but different stakeholders may require subtly different approaches.
Outsourcing intelligence
Next generation outsourcing sees firms embracing a more sophisticated, multi-faceted relationship with their service providers.
Uniting on emission
A new alliance hopes to help the legal sector take a substantial lead in the business worlds response to the threat of global climate change.
Learning to lead
Todays law firms clearly require strong leadership if they are to prosper in competitive times. But what are the actual skills that need to be nurtured and who in the firm needs them?
The chief benefits
An increasing number of law firms have appointed non-lawyer chief executives in recent years. Now a year into the role, one such newcomer reflects on his recruitment and considers whether, and how, the firm has benefited as a result.
Beyond the billable hour
True, billable hours are a driving force in every law firm. The measure of true success of individual lawyers, however, is not solely a function of counting hours on a docket pad.
Regulars
Opinion: Decisions, decisions
WHY ELSE does a managing partner exist if not to make decisions? This was a comment recently made at a conference I was chairing. Three things immediately struck me. Just how much autonomy do managing partners have in their decision making? What issues affect decision making in professional firms?
Thought leader
MUCH AS the idea of collaboration may warm the heart, in a service business world beset by fear of scarcity, it can seem anathema. In his new book We-Think, Charles Leadbeater highlights the success of hybrid models that are producing impressive results in a variety of sectors without compromising financial rewards. Leaders in these businesses have given permission (a very top down practice) for such hybrids to evolve.
Profile: Boyes Turner
Despite almost a year of credit crunch headlines and gloomy growth forecasts, chief executive Andrew Chalkey remains optimistic about the health of the economy and its opportunities for Boyes Turner. He tells Richard Brent why the firm is recruiting more heavily than ever.
denotes premium content | Aug 21 2008 




