Diversity and Inclusion As the Key to Innovating Talent Management in Law Firms?

In this chapter we argue that there is a need to reconceptualise what we mean by talent in the legal profession beyond a view that the most valuable people are those who have the highest fee-earning potential or the best CV packed with excellent grades and exceptional experiences and extra curricula achievements. And further we need a more sophisticated understanding of how organisational decision-making may be structured to provide developmental opportunities to allow talent to be nurtured and to flourish on individual and team levels. In turn, we suggest that planning, management and accountability cycles within legal entities need to be strengthened so as to ensure creativity and success in a context in which it is possible to deliver on the promise of fair access and promotion. Consequently, this chapter explores the diversity problem within the legal profession(s), further it interrogates what is “talent”, and how and why we should seek to manage and develop it. It then evaluates how talent diversity has been managed in the legal professional context, examined through what we have categorised as three waves of diversity strategies. We interrogate why diversity initiatives have not been more successful given the efforts placed on them by professional bodies and firms themselves. We posit that by using diversity as a case study in talent management legal entities may develop a more effective approach to talent management generally within law firms that will be of benefit to all lawyers and support professionals rather than just those who are from traditionally low participation groups.

The New Instantaneity: How Social Media are Helping us Privilege the (Politically) Correct over the True

The recent sacking of the eminent scientist Tim Hunt from one of the UK’s leading research institutions is only the latest in a series of cases where public individuals have been derided for comments made in jest on social media, with serious consequences for their professional and personal lives. This article discusses the case of Tim Hunt as an example of the extent to which the privileging of the correct over the true which has long pervaded media discourse is taken to the extreme by the instant-response culture of social media. It points to the emergence of a new form of instantaneity enabled by these networked forms of communication that serves to reinforce systemic inaction rather than the change widely associated with these technologies. It draws on philosophy and Critical Theory as useful conceptual frameworks for highlighting the ways in which Twitter & co. increasingly call us to action but crowd out thought, thereby passing over opportunities for real social change.