Diversity is Good For Business by Virginia Lazala

Spring 2009

One of the first things visitors notice when they come to Novartis Pharmaceuticals Corporation is its diversity. With employees from all over the world—Switzerland, Egypt, India, Latin America—our office looks like the United Nations.

As a Dominican woman who is married to an African-American man, I appreciate the way Novartis promotes diversity and celebrates its diverse employees. I subscribe to Novartis's policy that diversity is not simply a matter of recognizing a person's race or ethnicity—it is about inclusion. It is about embracing different cultures and different ways of thinking. An organization needs to have people with different experiences in order to produce the best products and provide the best services. That is what makes businesses tick.

Like many corporations, Novartis understands that there is a strong business case for diversity. In order for a company to thrive, its employees must reflect its customer base. This is not a one-size-fits-all society—companies need diverse employees to bring innovative products, ideas, and strategies to their customer bases.

I believe many private law firms either do not understand the business need for diversity, or, more likely, have not yet mastered the skills necessary to attract and retain diverse attorneys. Perhaps the fact that many corporations now require law firms to provide teams that are comprised of diverse attorneys will force law firms to master these skills.

Employers hoping to create more diverse environments—whether they are public corporations or private law firms—need to understand that hiring is only the first step. It is not enough to bring diverse employees into a company or firm; employers also have a responsibility to keep them there. They must pay close attention not simply to the number of employees hired, but to also the number who leave. They have to dig deep and analyze why employees are leaving—and then act on that information.

For example, if a significant number of women are leaving a law firm and having families, then the partners should examine the firm’s work-life balance policies. How does the firm support parents with part-time work, flextime, and other programs? Are there ways in which technology can ease the burden, for example by enabling parents to work from home?

Providing support for employees is also critical to retaining diverse employees, especially for law firms. As an attorney who previously worked as an attorney at private law firms, I know that law firm life can be challenging. It can be very political, requiring young attorneys to work with particular partners and on particular types of cases and assignments in order to be recognized and promoted. If a firm's partners are not diverse, it can be difficult for young minority attorneys to bond with these partners and be assigned the types of cases and assignments necessary for advancement of their careers. Providing outlets and resource groups for attorneys with different backgrounds and interests can go a long way toward bridging this gap.

Bridging this gap can go a long way towards promoting and retaining diverse attorneys. Women and minorities need to see people who look like them rising through the ranks. If they do not see this success in their peers, they will assume that it is not possible for them, and they will leave.

Of course, employees from diverse backgrounds must also take responsibility for their careers. Time and time again, I have seen junior associates in law firms who were too shy or afraid to ask for the work they wanted. This is a mistake. You have to take control of your professional development, because no one will do it for you. The cases that will make your career will not just drop into your “in” box—it is your job to pursue them. You have to take ownership and ask your supervisors for the work that will take your career to the next level.

Most important, you must not see your gender, race, or ethnicity as an obstacle to be overcome. Rather, you must embrace it—it is part of you. I have certainly had my share of frustrations in my career, and I have worked in offices where diversity and inclusion were not priorities. However, I have never tried to hide or disown my own background. After all, those differences are what make me who I am.

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Virginia Lazala is Vice President and Legal Section Head for the Novartis Pharmaceuticals Corporation. She previously practiced as an attorney with large law firms in the New York/New Jersey area. Prior to that, she was an Assistant District Attorney with the Bronx County District Attorney’s Office.