Diversity, Equity and Inclusion

We know that the path towards diversity, equity and inclusion stretches long ahead of us. And we are committed to the work that is required; in fact, we embrace it. It's part of our legacy that we are proud to carry forward, to build upon and continue to improve.

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11 Actions for Meaningful Change

To encourage attorneys to engage in DEI work—and show how our firm values it—we will determine how best to reward attorneys for their contributions to DEI at Haynes Boone.
We aim to develop a succession planning process with a Mansfield Rule-like goal that considers the involvement of all attorneys in client relationships.
Our managing partner has made an individual pledge to the Leadership Council on Legal Diversity to create a more diverse and inclusive firm and legal profession overall.
We will take a closer look at our recruitment processes for opportunities to eliminate implicit bias and expand our diverse candidate pool. 
Haynes Boone plans to intensify its efforts to expand the diversity of our promotions and appointments pipeline. Part of this will involve reviewing current methods and evaluating success to date in order to retain effective practices and consider mechanisms to further de-bias decision-making processes for promotions and appointments.
Fostering a positive and inclusive environment helps all attorneys and professional staff feel that they truly belong.
Increasing mandatory, frequent education and training for all attorneys and professional staff on diversity, equity, inclusion and belonging will help ensure that all individuals learn how to recognize and disrupt unconscious bias, and build mutli-cultural competencies. 
By intentionally integrating this work into our marketing function, we hope to improve the content and visibility of DEI in our brand and marketing materials—and demonstrate our existing success and commitment to achieving our inclusive goals.
We plan to incorporate a more effective work allocation system into each practice group. At the same time, we will research and implement work allocation systems for our associates that are tailored to the needs of our specific practice groups.
By strengthening our formal and informal sponsorship and mentorship of all attorneys, we hope to enhance integration for all attorneys and  professional staff. We will also create more open communication between senior management and all attorneys to get their feedback.
We will educate attorneys about the value of providing real-time feedback with associates, opportunities to provide real-time feedback and strategies for giving effective feedback. We will also continue our efforts to improve feedback to all associates—including more intentional real-time feedback, specific feedback during periodic reviews and increased attention to setting goals to measure associate achievement and further promotion.