THOMAS L. SAGER AWARD
DHL JOSH FRANK
SOUTH/SOUTHWEST A
t DHL, talk is cheap when it comes to diversity. A global market
leader in the logistics indus- try, the company has put
into place strategies that are yielding results. Fifty percent of DHL’s attorney staff and more than
65 percent of the para-professional staff are minorities with representation from a wide spectrum of ethnicities. In addition, 50 percent of the attorney staff is comprised of women. Seven of the nine direct reports to the general counsel are minority, and four are women. Operating in more than 220 countries and territories,
at DHL diversity is an integral part of the business model. T at commitment has extended to requiring that all professional staff participate in the legal department’s 2012 diversity program. Performance evaluations or bonus pay will be linked in some way to each individual’s active and successful participation in the program. “For DHL, understanding diverse people from all walks of
life is a critical part of our business,” says Joshua Frank, general counsel & secretary for DHL Americas. “As the world’s leading international shipping company, diversity is a part of our cultural DNA. It is vital to our success that all of our employees under- stand and embrace diversity in all of its forms.” When it comes to diversity recruiting, Frank says DHL’s
global marketplace off ers a draw and advantage for those being recruited as well as for the company. “DHL’s international focus and reach is very appealing to
attorneys and other professionals of diverse backgrounds,” Frank says. “Moreover, having a diverse department makes other diverse professionals, particularly [those] in leadership roles, more comfortable and welcomed into our team.” A key competency at DHL is “building and managing rela-
tionships,” especially with those whom leaders manage or are able to infl uence and assist. It is also something employees are evaluated on and on which compensation is based. Informal mentor/mentee relationships are developed and encouraged. Frank says the benefi ts are evident in all aspects of the
company. “Our legal department’s strong commitment to promoting competent attorneys who happen to be diverse to managerial positions, and our commitment to utilizing diverse outside counsel and tracking the spend electronically, have contributed positively and substantially to our bottom line results,” he says.
ROPES & GRAY LLP DIANE PATRICK NORTHEAST
C
reating an inclusive and diverse workplace is central to the cul- ture of Ropes & Gray
LLP, and it achieves that goal through consistent and
sustained eff orts that attract, develop, and retain the best diverse talent. T is in turn allows it to provide clients with the highest level of service. “T e daily opportunities [that] we have to draw strength
from the multitude of perspectives represented here at Ropes & Gray enhance the work we are able to do for clients,” says Diane Patrick, Labor & Employment Partner and Chair of the Diversity Committee. Ropes & Gray’s diversity and inclusion eff orts are
driven by diversity committees comprised of partners from across all of the fi rm’s offi ces and includes the COO, the chair of the hiring committee, the associate development committee, the fi rm’s managing partners, and the chairs of its affi nity groups; along with a dedicated staff who are instrumental in driving initiatives. T e number of minority attorneys at Ropes & Gray has
increased from 124 in 2009 to 150 in 2011. Also, the num- ber of minority new hires during that same period increased from 6 to 45, and even more dramatic—the number of women new hires shot up from 6 to 116. “T e experiences and ideas from individuals of diverse
backgrounds enhance the creative thinking and problem solving we do for our clients—who themselves operate in an increasingly global marketplace,” Patrick says. Ropes & Gray’s retention strategy focuses on providing
associates with a variety of learning and developmental opportunities. T e Attorneys of Color Affi nity group has a leadership
program to provide participants with tools needed early in their career. Its mission is to strengthen the career experi- ence of diverse attorneys through professional development, career management, and mentoring. T rough meetings and special events attorneys of color are able to share their unique experiences within the fi rm, connect with each other, gain exposure, access role models who can help guide their advancement, and experience a welcoming deeper connection to the fi rm. Beyond recruiting and retaining diverse talent, Ropes &
Gray is investing in the next generation through pipeline initiatives that include summer internships for college stu- dents and a week-long law experience for urban high school students in undeserved communities.
MCCA.COM NOVEMBER/DECEMBER 2012 DIVERSITY & THE BAR®
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