Many California tax lawyers understand the importance of building a diverse workforce. The changing demographics within the United States have signaled to firms that diversity is an important goal that will affect the firms viability and ultimately the bottom line. In response, many firms have launched diversity recruitment efforts designed to bring more women and attorneys of color into the firm. The problem has been that within a few years of being hired attorneys that qualify as diversity leave the firm in search of more inclusive, diverse and culturally competent work environments. Below are some critical reasons why attempts at creating diversity have failed.



Lack of commitment at the top: In order for diversity initiatives to succeed, there must be vigorous support for it at the senior level of the firm or organization. Partners are the change agents of the firm. Committees formed to address issues of diversity, recruitment, retention and cultural competence must be lead by key leaders within the tax law firm.

Failure to assess the firm's environment: Assessment is critical in helping to create and implement an effective diversity initiative plan. It is critically important to understand an organizations level of development before launching a diversity or cultural competence initiative. Firms must be prepared to assess their hiring practices, overall culture, interpersonal relationships, views about diversity and promotion practices

Over emphasis on recruitment and hiring: Relying on recruitment as a primary means of creating diversity will prove to be an ineffective strategy. Instead, recruitment is simply an initial step in the overall process. Tax law firms must ensure that their work environment can support a diverse staff. Next, firm-wide, culturally effective systems and practices must be implemented in order to prevent excessive attrition among women and attorneys of color. Retention and development of a strong and diverse pool of attorneys depends upon the firms ability to create a work environment that values and leverages difference, mentors cross culturally and consistently measures and monitors the progress and development of all California tax attorneys.

Failure to include diversity objectives in the organizations strategic plan: Many firms fail to include diversity goals into the firms overall vision and plan for growth and development. Organizational change is a process and in order to successfully reach objectives related to diversity, goals must be included in the firms strategic plan. Firms successful in building a diverse workforce have implemented specific strategies in the areas of hiring, retention, professional development, communication, promotion, mentoring etc.

Ignoring the importance of training and development: Cultural competence and diversity training with a focus on building awareness and alliances vs. blaming and shaming is critical to creating a productive, diverse and inclusive workforce. Staff must have the opportunity to explore current views and misconceptions around issues of inclusiveness, race, gender, sexual orientation, religion and individuals with physical challenges. Failing to link training and development with firm-wide diversity objectives will result in the firms inability to build an inclusive and diverse organization.

Cultural Incompetence: Many tax lawyers firms communicate a desire to build an inclusive and diverse work environment yet they still place a high value on sameness. Whether consciously or subconsciously this value for sameness is communicated to others in the firm. Instead, firms need to develop a high level of cultural competency.