Immon Shafiei (left) and Dennis P. Ziemba (right) of Eckert Seamans Cherin & Mellott.

It's no secret that law firms understand that diversity can be an essential pillar to the success of that organization. Our profession requires multiple perspectives to assist in properly addressing complicated issues on behalf of our clients. Diverse firms tell the public that the law firm is inclusive and welcoming to lawyers from a variety of backgrounds, but that their varying points of view matter. However, seeking out and hiring skilled diverse attorneys is only one part of the challenge facing law firms. Retaining diverse attorneys presents its own unique set of challenges that firms must face to ensure its continued success in providing the client services it seeks and its clients demand.

According to a 2017 Law Firm Diversity Survey from the Minority Corporate Counsel Association (MCCA), 16% of attorneys working in law firms are diverse. This is reportedly at an all-time high according to the MCCA. However, at the same time, while diversity in law firms is increasing, so too is the higher rate at which diverse attorneys depart their law firms. Specifically, 22% of all attorneys and 27% of associates who left law firms in 2016 were diverse. This is an alarming rate that should challenge law firms to shift their focus from simply increasing the hiring of diverse candidates to creating an environment that encourages these attorneys to stay and become a part of the firm's culture. To help increase the retention rate of diverse lawyers, law firms can focus on the following practices: improve and invest in robust mentoring programs; and incorporate inclusion practices into daily routines, not just the hiring and on-boarding process.

According to the MCCA, minority attorneys report that they do not receive mentoring or guidance from partners that they feel will allow them to progress and succeed within their law firms. The report points out that, subconsciously, that is, without consciously intending to do so, nonminority partners may be drawn to other nonminority associates to mentor and transition their clients. This in turn leaves the minority associates to learn the practice of law and law firm marketing on their own during key developmental years. Rather than allow these unwritten and informal rites of passage to continue, law firms can improve the situation through implementing a formal joint sponsorship and mentorship program for all its associates. The two roles differ in what assistance each would provide the associate. A sponsor is typically a person of influence or power at the law firm who is willing to advocate for the associate, while a mentor is typically someone to whom an associate can ask for advice and from whom the associate can get guidance without fear of repercussions.

Sponsors and mentors can act as a team and play a key role in the development of associates at the law firm, including diverse attorneys. The sponsor can ensure that the associate is receiving meaningful tasks from other partners that will allow the associate to prove himself or herself within the law firm. This will allow the associate to showcase his talent and capabilities on matters that the law firm deems important. Meanwhile, the mentor can counsel the associate during difficult times, both professionally and personally. The mentor can help keep the associate's morale positive and motivate the associate to put the best effort into an assignment. Both of these positions of influence in the workplace can only strengthen an associate's feeling of "belonging" in the law firm which will, in turn, strengthen the associate's desire to remain with the firm and become a part of the firm's culture.

We have all heard the importance of allowing diverse associates the opportunity to "have a seat at the table" as part of a firm's efforts to assist in its diversity efforts. However, giving a voice to a diverse associate within the law firm through day-to-day activities is equally important to retaining that associate. Asking the diverse attorney to participate in the analysis of a complex client matter or to assist in a client presentation increases the associate's sense of belonging and appreciation within the law firm. These simple steps can reaffirm to the associate that she is an important part of the firm, and that they provide a meaningful service, which could ultimately help in increasing the associate's desire to remain at the law firm.

Hiring diverse attorneys is an increasingly important aspect in a law firm's success. As law firms realize the benefits of a diverse workforce, they open their doors to more efficient and well-rounded client services. However, it is not enough to simply "appear" diverse to the public. A law firm must take the steps to improve the "inclusion culture" of the law firm on a day-to-day basis. Giving attorneys, including diverse attorneys, a suitable mentoring program and a meaningful voice in the firm allows the firm to access their full potential.

Dennis Ziemba is chair of Eckert Seamans Cherin & Mellott's products liability group. He is a trial lawyer with a diverse civil practice, focusing on products liability litigation and other tort actions in state and federal courts throughout Pennsylvania, New Jersey, and New York. He is also the firm's PDLG Board representative. He can be reached at [email protected].

Immon Shafiei is an associate in the firm's products liability and litigation practice group, involved in all areas of case management and phases of litigation. He is an alumnus of the PDLG Fellows Program. He can be reached at [email protected].