WHAT’S NEXT
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Building the Next Generation of Inclusive Leaders Recent Ernst & Young external research indicates that the managerial ranks are rapidly changing, with 90 percent of Gen Y managers having taken on their management roles in the last five years. And while Gen Y managers are significantly more likely to rank career advancement as a top workplace perk than their Boomer and Gen X colleagues, research reveals a disconnect between their ambition and perceptions of them as trusted managers. Ernst & Young is focused on providing the skills and experiences Gen Y managers need to continue to advance their careers. Moving into 2014, the company remains committed to creating and providing millennials with access to the right mentors, sponsors, experiences, and training. Building Tomorrow’s Inclusive Leaders When it comes to the ability to lead inclusively, Ernst & Young research found that Gen Y managers were cited as the best inclusive leaders, meaning that they have the skills to build “culturally competent” teams that don’t discriminate based on factors such as race, gender, sexual orientation, age, or physical ability. Since millennials make up over 60 percent of the company’s workforce, they provide a strong foundation on which to build a more inclusive culture. Ernst & Young are building on this foundation by teaching inclusive-leadership skills earlier in people’s careers through programs like Leadership Matters. At the same time, the company is focused on helping Gen Y managers find sponsors who are equipped to develop relationships with a more diverse employee population. The Flexible Workplace Ernst & Young research also shows that flexibility is the most important nonmonetary workplace perk for Gen X and Gen Y employees, so the company has made it a top priority. Flexible schedules and at-home work arrangements play a part, but now an effort is underway to create a much more flexible physical office—a “Workplace of the Future.” This pilot program reinvents the traditional office. More café than cube farm, assigned desks are done away with. In their place are open-seating workstations, quiet solo and group rooms, and couches– plus WiFi throughout. The aim is to enable an increasingly mobile workforce to work in a way best suited to them. The plan is to have more than 100 such Ernst & Young locations across the globe by 2020. PDJ
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PROFILES IN DIVERSITY JOURNAL
November/December 2013
Taking Cultural Understanding Global As 2014 approaches, FordHarrison continues and expands a key initiative begun in 2011 to address the needs of its lawyers and clients around the world by focusing on cross-cultural competence. In 2013, the firm partnered with Ius Laboris to become the only U.S. member of this international human resources network. Cross-cultural competence is important to understanding not only how the U.S. culture impacts interactions, but also how knowledge of another’s culture can be used to influence business outcomes, such as negotiations, depositions, and trials. Cross-Cultural Competence American diversity programs deal with cultural differences, but the focus is on diversity within the context of the American culture. Cross-cultural competence is the ability to function in settings where American values and norms do not prevail. FordHarrison’s focus on cross-cultural competence will enable the firm’s lawyers to navigate in environments where they are cultural outsiders. FordHarrison debuted its two-year focus on cross-cultural competence (FH-C3) during its November 2013 partner meeting, where a panel, including client advisory board members, Ius Laboris representatives, and the firm’s own attorneys, shared the challenges and opportunities they face in dealing with lawyers from other cultures and practicing law in other countries. Appreciating Differences and Similarities Diversity in the workplace adds a special richness, but identifying similarities can facilitate communication. Over the years, FordHarrison has honored the diverse backgrounds, special talents, and skills and contributions of its people, while also recognizing and appreciating their similarities. Identifying similarities is important because it can help build a bridge for improved communication and, ultimately, a better understanding of diversity in the workplace. The innovative FH-C3 initiative will ensure that the firm continues to focus efforts in this critical area. Understanding Gender-Identity Issues In the wake of high-profile transgender discrimination claim decisions and the move toward federal protection in the LGBTQ area, the firm is helping its lawyers and clients recognize and understand the issues involved and teaching them how to prepare for and protect against potential claims. FordHarrison is currently conducting audits of clients’ existing workplace policies (restroom, locker room, dress code, etc.), procedures, internal forms, and insurance policies. The firm is also developing employee training programs that address sensitivity to gender identity and LGBTQ expression in the workplace. PDJ