Case studies
Recruitment: Linklaters
Linklaters' thinking is simple. It will only be the leading premium global law firm by coming up with the best ideas and solutions for its clients. The imagination and resourcefulness needed to create these ideas and solutions will only be ensured by drawing from the broadest possible pool of knowledge, skills, perspectives and talent.
Linklaters recognises that one of it's primary strengths is the ability to attract, retain and develop the finest people from a range of backgrounds and experiences. In short, it's people should be as diverse as their global client base and the work they undertake for it - the firm has a responsibility to deliver a service that not only responds to clients' needs, but reflects their diverse cultures.
In London, Linklaters have for a number of years tried to ensure that it's graduate intake includes individuals from a variety of ethnic and cultural backgrounds and have worked with a number of organisations and providers to identify and attract talented individuals from across the demographic spectrum. Some of the initiatives in which the firm has been engaged have also been collaborative in nature, with the hope that many Black and Minority Ethnic (BME) applicants will have the opportunity to gain employment within the profession.
These initial efforts resulted in a higher proportion of training contract applicants from a BME background, but it was felt that more could be achieved. As a result, the firm reviewed it's application process and introduced new recruitment criteria closely aligned with Linklaters' globally consistent competencies. In addition, measures including interview and diversity training were introduced to embed the principles of fairness and transparency within the recruitment process.
The firm also partnered with a specialist recruitment provider called Rare Recruitment, which focuses on attracting students from BME backgrounds. Rare works on a one-to-one basis with applicants to support and guide them through the standard training contract application process.
Monitoring results show that the demographic makeup of those individuals joining the firm through vacation schemes or training contracts is starting to change. In 2004, 24 per cent of their trainee intake had a BME background and this has now increased to 33 per cent. In addition, 47 per cent of the 2009 summer vacation scheme is BME, with a particularly marked increase in the number of students with an Afro-Caribbean or African heritage.
With the demographic makeup of the firm's London office starting to change, they are now working on new strategies to support BME lawyers already within the organisation. To reflect this next stage of development, a BME staff network has recently been formed with the aim of supporting the retention and promotion of BME trainees and lawyers once they have joined the firm.