Virtual working: the ultimate leveler for diversity or amplifier of exclusion?

Law firm diversity professionals have been trying to scale the mountain of remote working for many years. We have known for a long time that it could unlock a range of diversity benefits and have an impact on the inclusion of a wider range of talent. But, can the pendulum swing the other way with our current unique situation? What do we need to watch out for to ensure that remote working doesn’t become an unwitting amplifier of exclusion and out-grouping, causing us to lose the gains we have made in diversifying the profession and engaging, retaining and advancing women?

We knew that remote working would give people the ability to work uninterrupted and thus boost their productivity. Not too long ago, remote and flexible working meant that people had control over when they wanted to work. But now, many people have a partner, family or children at home with them and are facing constant interruption. As a result, people work when they can fit it in. Most people who worked virtually also still had the benefit of going into the office to connect with colleagues and network on a broader scale, which allowed them to stay top of mind for great work assignments, mentorship and sponsorship opportunities and social connections.

The above affects everyone but it is likely that women and minorities will be disproportionately impacted. It is more often that women take on responsibility for maintaining the home, caring for children, facilitating homeschooling and even keeping the home quiet enough for their partner to be able to work, as well as in many cases, eldercare. Women, minorities and people belonging to equity seeking groups could find themselves pushed further and further from the inner circle as opportunities diminish to connect and benefit from their influence within the firm.

What is the impact?

• Less time to work during traditional hours can translate to lost opportunities and lower overall billable hours
• Having to work much later than before to fit everything in can also takes its toll on mental health
• Lower billable hours could have consequences on compensation and promotion decisions
• Fewer interactions with work givers can impact work flow in the short and long term
• Fewer in-person and ad hoc meetings means fewer opportunities to access informal mentoring or opportunistic meetings to cultivate sponsoring relationships

What can you do as a work giver or people leader to reduce the impact on women, diverse colleagues and inclusive culture as we settle into our virtual work routines?

• Be intentional with your network. Examine the composition of the group of people you are interacting with most regularly. How diverse is this group? How can you broaden it? If you are hosting virtual social activities, consider a mix of smaller and larger group formats and vary the timing. Not everyone feels comfortable joining a session with 20 people. Some will be more comfortable contributing to a group of 2 to 4. Some of your team won't have down time between 6 and 8 in the evening and a morning or afternoon interaction may work better.
• Do the same with allocating work. Make a list of all the possible people you can allocate work to. Before you allocate, check the names on your list and make sure that you are not just considering the same people each time. Pay particular attention to whether you are allocating work equitably to the women and minorities in your group.
• Check in with your mentees. Support their networking by leveraging your own network. Help them identify ways to add value and facilitate introductions or access opportunities for new assignments.
• Have open dialogues with working parents. What additional support do they need at this time and how can you show empathy for their situation? Do they need a temporary reduction in working hours to manage their current situation? Do they need more flexibility on when work is completed? Do they need help negotiating deadlines with clients or having a backup to support on certain work?
• Be an inclusive meeting facilitator. When hosting meetings, ensure that you don’t have a few people who are dominating the conversation. Follow meeting best practices by preparing an agenda, ensuring one speaker speaks at a time, inviting everyone to contribute to the conversation and rotating house-keeping activities e.g. make sure that it is not just the women on your team arranging socials or taking meeting notes. Consider varying meeting times to ensure that most people are able to attend. Don't press if someone does not want to turn their video on. Their home reality could be a view that they don't want to present on a team call at that time. They perhaps did not have the time that day to dress as they would for the office, laundry could be piled up behind them or the home is not as tidy as they would normally keep it.
• Be alert to anyone who may not be acting like their usual self. Consider your team members' mental health. Ask them how they are doing and what they need. Be familiar with firm resources like the Employee Assistance Program and counselling options. Show your own vulnerability to the situation to make it easier for people to share their concerns and worries if they wish.

Fostering inclusive culture is a joint responsibility and everyone needs to play their role.

What advice do you have for fostering inclusion and nurturing diversity? Drop me a DM or leave a comment!