Race and ethnicity inclusivity in the workplace: top tips for retention and progression

Black, Asian and minority ethnic solicitors are underrepresented in the solicitor profession, at senior levels and within larger firms. We know businesses thrive when all people are welcomed, encouraged and supported to contribute their unique perspectives.

02 May 2025

5 minutes read

This guide provides practical advice and resources on how to improve retention and progression rates of minority ethnic solicitors.

If you are already taking action, it will help you review and identify any gaps or areas for ongoing improvement.

The challenge

According to 2023 firm diversity data collected by the Solicitors Regulation Authority (SRA) there has been a steady increase in the number of Black, Asian and minority ethnic solicitors in law firms – up from 14% in 2015 to 19% in 2023.

This data only covers SRA-regulated firms and therefore does not include solicitors working in-house.

While some progress has been achieved in improving ethnic diversity overall, there is still a long way to go to reflect ethnic diversity at every career stage within the profession – from trainee to partner or general counsel (GC).

Practical tips on getting started

Data

Effective data collection underpins all efforts to attract and retain and diverse workforce.

It enables improved understanding of the current landscape
It will help you identify areas where you need to do more to attract and retain Black, Asian and minority ethnic talent and ensure that their career aspirations are being met
You can also benchmark these figures against the wider labour market to get an idea of how representative your workforce is

Our diversity and inclusion framework has more advice on how to use data to support your diversity actions.

Retaining diverse talent

Our Race for Inclusion report highlighted that retention rates in large law firms are lower among minority ethnic solicitors than their white counterparts.

Not feeling valued, respected and included in the workplace was a key reason why there are ethnicity stay gaps and pay and progression gaps, especially in the largest firms.

Our research found that many were leaving to join smaller firms or parts of the legal sector that are seen as being more inclusive, such as in-house departments.

Find out how Stephenson Harwood have taken a more focussed approach to retaining their diverse talent.

Most organisations are keen to retain their talent as they represent potential future leaders.

Actions to help understand factors driving retention rates and to retain diverse talent include the following.

Welcome feedback

Use insights from feedback, exit interviews and staff surveys
Understand culture and behaviours in your organisation to help create an inclusive culture for all
Create safe discussion forums and encourage open and frank conversations
Create mechanisms to provide confidential feedback, including anonymously

Consider ways to ensure accountability and leadership

Create Race Inclusion champions
Set up an equality, diversity and inclusion (EDI) committee sponsored by a senior leader which meets regularly to discuss staff concerns such work allocation and career progression
Include a section in appraisals that allow people to discuss their career aspirations and development need

Create staff networks

Staff networks are an important source of peer support. They can provide a safe space and sense of belonging for people who are usually in the minority in the work environment.

They can also give an organisation valuable insight, which can be used to help shape a more inclusive working environment.

In section 3 of our D&I framework we provide information on the role governance plays in providing a framework for how decisions are made and where accountability ultimately lies.

Discover how Kingsley Napley made an impact with their staff networks.

Increasing minority ethnic representation at senior levels

Despite improvements in representation at junior levels this is not reflected at senior levels, particularly in large firms.

According to SRA firm diversity data only 8% of partners are from a minority ethnic background in firms (England and Wales) of 50 or more partners, compared with firms of all sizes where 16% of partners are from a minority ethnic background

To create an inclusive workplace, it is important that organisations work towards diverse representation at all levels, including leadership.

Set aspirational goals driven by what your engagement and data has told you and consider setting and publishing targets. Learn more in section 2 of our D&I framework
Monitor diversity data and trends over time
Introduce ethnicity pay gap reporting. We have produced a useful guide on ethnicity pay gap reporting. You can also explore an example from Herbert Smith Freehills
Apply consistent and transparent work allocation practises across all areas of practice
Embed D&I contributions in performance reviews (including for leaders)
Provide meaningful management and leadership training on cultural awareness and how to have open and honest conversations
Establish formal/informal schemes to provide sponsorship
Offer formal reverse mentoring programmes
Create informal opportunities where junior lawyers can interact with senior leaders