A NUMBERS GAME: DIVERSITY IN EUROPE
Alongside the stories and best practice featured in our GC Diversity and Inclusion Report Europe 2017, we conducted a comprehensive quantitative investigation into attitudes towards diversity and inclusion among in-house teams, probing the effectiveness of current programmes.
SHAPING DIVERSITY PART ONE
Any multinational company with a pan-European workforce must get to grips with the variety of societal and workplace norms, and the attendant difficulty of imposing an overarching company culture, or one-sizefits-all approach, especially if that includes a UScentric D&I model that doesn’t take European issues into account.
SHAPING DIVERSITY PART TWO
In order to capitalise on the benefits that a diverse and inclusive workplace can bring, a leader may have to get beyond initial resistance within the corporation, often arising from fear of being targeted or implicitly blamed.
SHAPING DIVERSITY PART THREE
Some of our interviewees noted that legal departments were not typically being identified by diversity professionals as pioneers within their corporations on the issue of diversity. In fact, some said that legal departments are often blamed for creating roadblocks.
Diversity and inclusion are now top strategic priorities for 21st century business leaders. Across the globe, many general counsel and law firm managing partners are engaged in the debate and committed to creating the conditions for diverse and inclusive organisations.