CIPD’s recent report titled Inclusion at work, perspectives on LGBT+ working lives, revealed the prevalence of workplace conflicts still experienced by LGBTQ+ and transgender employees. At 40 percent and 55 percent respectively, the figures perplex, but they don’t shock. But while the blatant discrimination from the past may have dissipated, what now tends to manifest are microaggressions and unconscious bias. Consequently, organisations must maintain momentum and avoid alienating their LGBTQ+ identifying team members, at a time when division threatens the hard yards made.
It is not surprising that the level of discrimination against LGBTQ+ people in the workplace is at a worrying level, when hate crime rates in general society, on the basis of sexual orientation have nearly doubled in England and Wales in recent years. In Scotland, The Hate Crime and Public Order Act, which came into force in April 2024, criminalises the ‘stirring up of hatred’ against various minority groups, inclusive of sexual orientation and transgender individuals. T he polarisation of opinions is exacerbated by the tools of today, as social media platforms, with their algorithm driven echo chambers, driving content to users based on past interactions, leading to further division of thought. But why do these socio-political events impact our approach to LGBTQ+ inclusion at work? T hese publicised altercations are trending and are a mere thumb scroll away and, with work and home life more intertwined, it can be a challenge for the LGBTQ+ community to detach from the fear and anxiety when at work. Economic crisis and pressure from shareholders have placed intense focus on performance, to the detriment of DEI, which means less focus on LGBTQ+-related initiatives and heightened external contention. LGBTQ+ team members – already one of the most likely communities to feel excluded from workplace D&I conversations – are likely to feel even further detached. Where pressure is too great, leading to a shift in focus from a DEI agenda, it is imperative that organisations, at a minimum, maintain their past efforts to avoid undoing their good work. Internal communication can reaffirm what support measures are in place for LGBTQ+ team members and allies alike. There is no ‘one-size-fits-all’ to inclusion and organisations require to look both internally and externally to move the dial in the right direction. This requires regularly assessing how team members identify before tailoring initiatives – gay, lesbian, bisexual, intersex, transgender and non-binary – amongst others. Understanding diversity data will highlight areas of development and help steer effective programme planning. Collating diversity data is a great starting point, to ensure subsequent efforts are not made in vain, although gathering it can be a challenge in itself, because whether it is collected through employee surveys or via embedded fields in the HRIS, team members need reassurance on confidentiality of the platforms used to collate it. Notably, when running diversity data collection, a lack of response is a valuable response too, because it could show that employees do not feel comfortable, in the context of the organisation, disclosing their sensitive diversity data.
Expectations persist that the LGBTQ+ community should bear the responsibility of spearheading discussions and advancing their own inclusion and rights. However, LGBTQ+ individuals often do not feel at ease initiating, let alone leading the conversation at work, whether or not they’ve disclosed their identity or sexuality. Yet, there is immense value in educating others through lived experiences. Although leaders hold the power to drive LGBTQ+ initiatives, they may lack the confidence to engage in the discussions, due to the fear of causing offense. But with only 71 percent of Gen Z identifying as straight – in contrast to 91 percent of Baby Boomers – those in positions of authority will need to carefully calibrate their approach, so that it doesn’t create a generational bias that does not fully consider the needs of the emerging workforce generations. LGBTQ+ allies, can make a significant difference to momentum and so, identifying advocates and equipping them with resources can alleviate the burden on LGBTQ+ team members. Cue Employee Resource Groups (ERGs). These groups, fuelled by a blend of personal experiences, influence and passion can ultimately yield the most favourable outcomes and can help with support. Once there is clarity on areas of opportunity and a squad of passionate individuals have been identified to help drive initiatives, the next step is to determine what actions to take.
As June approaches each year, the trend is for organisations to dust off the rainbow flag for its annual wave, Consumer brands capitalise from the commercial opportunity but fail to implement substance that makes any real difference. That is not to take anything away from Pride Month, which is a fantastic opportunity to highlight what efforts organisations have made throughout the year and to show solidarity to the LGBTQ+ community, but true inclusion rises from a 365 day a year commitment. Pride in London recognises this and have acted by adding measures that only allows organisations that show a 365 commitment to sponsor and march in the Pride parade. With Pride month upon us, what commitment is your organisation making to support its LGBTQ+ employees? It doesn’t require grand gestures to enact meaningful change – it can often begin with small steps – so a grab at the low hanging fruit can offer substantial impact at minimal cost. Prior to any action however, plans need to be in place that define objectives and success criteria. Establishing these enables for the quantification of success and can help provide justification for additional future resource. It’s also about educating people managers and team members on how to be an ally to the LGBTQ+ community – what challenges they face, use of inclusive language, unconscious biases, the list goes on – can foster a culture of inclusive understanding. There is no right way to facilitate training, however interactive Q&A sessions with external speakers can be an engaging way to deploy it. Otherwise, using existing LMS content, sharing informative resources via intranets and group emails also keep the conversation going. Education can open dialogue, provoke thought, remove stigmas and nurture empathy and respect. Focusing heavily on one or two LGBTQ+ identities should be avoided, inadvertently excluding other identities. A misconception is that each identity under the LGBTQ+ umbrella suffer from the same challenges, but in truth, discrimination manifests itself differently to each. As part of the process reviewing internal policies and benefits, conducting LGBTQ+ focused equality impact assessments will help identify and mitigate risks of exclusion and ensure that policies are written with inclusive language. For instance, do family-friendly policies utilise gender-neutral terminology? Is there a comprehensive anti-bullying and harassment policy that explicitly addresses LGBTQ+ discrimination? Additionally, consider adding a trans inclusion policy and, while developing this may seem daunting – and perhaps not immediately relevant for all organisations – an alternative approach could be to compile guidance that may be utilised if a team member newly discloses or identifies as transgender. Diversity is not about meeting quotas, but unlocking the full potential of diverse perspectives and experiences to drive innovation and creativity. It’s often seen as a nice-to-have, but it should be considered a necessity. Unquestionably, the road to true equality is a long one – one we may not see the end of in our lifetime – but that should not discourage, every step in the right direction is meaningful. LGBTQ+ Inclusion empowers individuals to bring their authentic selves to work, enhancing productivity and job satisfaction. Moving the dial meaningfully for LGBTQ+ inclusion requires a consistent multi faceted approach, understanding the identities that make up organisations, addressing both external and internal challenges, recognizing impacts through measure and committing to LGBTQ+ team members 365 days a year.
FOR FURTHER INFO WWW.GBGPLC.COM
Did you enjoy this article?
🌟 Unlock Your Business Potential with Platinum Subscription! SIGN UP NOW and read more articles like this 🌟
Get the ultimate access to our premium content, both in print and digital formats, for only £175 per year (£250 for overseas subscribers).
What’s included:
📚 12 x print & digital issues annually
🔙 Access to all back issues
🎟 Exclusive invitations to our events (upon eligibility)
