Gay and Transgender Issues in the Workplace

The National Security Agency, the U.S. government's 40,000-strong family of cryptologists who guard American safety by deciphering secret codes that threaten the U.S., and protecting with codes vital American secrets, has made a commitment to create a safe and welcoming work environment that holds its own against those corporations that seek to court the gay market.

Yesterday, I spent the day working with the civilian and military leaders of NSA and found myself feeling not only completely at home but affirmed in my message of creating an environment in which openly gay, lesbian, bisexual, and transgender employees can thrive.

Though I had done my homework and felt very prepared for my assignment, I was confronted with my own fears and biases about a military-based secret government agency. The men and women who lead and work at NSA are as committed to diversity as any executives I have encountered in my 34 years of work in this field. Openly gay and lesbian civilian workers are protected by a non-discrimination policy.

In response to the two presentations that I made, one to the open workforce and one to senior managers, I received two long standing ovations, something that is very unusual for them and for me with a workplace talk. If I was a younger man, I would consider a career with the NSA, though they have to keep their lives secret from family members and friends, and I've had enough secrets in my life.

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In preparation for an interview with a reporter writing an article on corporations and their diversity initiatives on gay, lesbian, bisexual, and transgender issues, I was sent a list of nine questions to which I responded by Blackberry from the airport as I made my way to NSA. You may find the Q and A of interest.

 

Here are the questions:

 

1. Do experts think momentum may now increase for employers to do

more to provide same-sex couples the types of employee benefits available to

male-female married couples? How influential do experts think California

and to some extent New York might be in encouraging employers elsewhere to

adopt gay-friendly policies?

2. What are the options for employers seeking to make their workplaces

more gay friendly?

3. What’s the current status of employers’ efforts re GLBT employees?

4. How many companies now offer benefits to same sex couples?

5. What benefits are most important?

6. How many same-sex couples are covered by health insurance?

7. To what extent might the status of the economy and the availability

of workers affect employers’ willingness to do more than the minimum for

GLBT employees?

8. If employers do begin to become more gay-friendly, what could they

expect to gain from such action? Would it be good for retention and employee

relations to do more than the law may require for GLBT employees? Are there

other pluses that employers might be likely to derive from being more

accommodating to their gay employees?

9. How much of the attitude transformation in the workplace is the

employer’s responsibility? Where else in society does the responsibility lie

for better, more equitable treatment of GLBT employees?

Here are my responses:

 

1.) If you haven't already done so, I suggest the you use your Internet search engine (Google) to locate the Human Rights Campaign's Corporate Equality Index. By exploring the criteria HRC established for judging a workplace to be safe and welcoming for gay, lesbian, bisexual, and transgender people, you will get a good idea of what most people accept as benchmarks for "Best Practice." Key to that are: a non-discrimination policy that covers sexual orientation and gender identity, domestic partner benefits, support for a gay Employee Resource Group (ERG) and corporate-wide education on the issues. After reviewing the criteria, check and see how many companies have a 100 percent rating. Most Fortune 500 companies have a non-discrimination policy on sexual orientation and provide domestic partner benefits.

I have been an advisor to HRC on workplace issues for many years. I feel strongly that they don't emphasize education sufficiently. They give 5 points out of 100 to a company for providing diversity training, which is absurd when every diversity director in the world would agree that providing training on gay and transgender issues is the only reliable means of helping the corporate culture to catch up with the corporate goal of valuing diversity.

The ruling on gay marriage in California, as well as the discussions on gay marriage and civil unions that are taking place not only throughout the United States but also the world is helping to "normalize" the lives of gay and lesbian people. Ignorance (or lack of exposure) is the parent of fear and fear is the parent of hatred. Anyone who has been to a foreign country and not known the language understands that their possible discomfort with gay and transgender issues is because they "don't know the language." The California rulings and news of gay marriage in all of Canada, Spain, the Netherlands, etc. helps them gradually "learn the language," and become more comfortable with the issues.

Another effect of such rulings and subsequent press reporting is that gay, lesbian, bisexual and transgender employees have much higher expectations of their employers. In the great search for talent, in which corporations globally are seeking to attract and retain the best and brightest employees, there is an understanding that young gay and straight people who attend a gay wedding or civil union on Saturday are not going to tolerate a hostile or unwelcoming environment for gay people on Monday. When asked "What did you do over the weekend, they want to be able to say "I went to a gay wedding" without worrying about what kind of a response they'll get.

2.) Companies need to ensure that their gay, lesbian, bisexual, and transgender employees feel welcome and valued for the unique contributions they can make. To communicate their goals of attracting and retaining the best and brightest gay and transgender employees they need to effectively advertise their commitment to valuing all diversity and get their house in order. To achieve the first goal, corporations need to promote their values in their documents/policies, advertise them on their Web site and in all targeted advertising, actively participate in college career days and gay business fairs, encourage the participation of their gay and transgender employees in public events, such as Pride marches, and financially support gay community events. In their own house, corporations need to effectively communicate their diversity policies, make clear what behaviors are unacceptable, evaluate managers by their proactive efforts to create a safe and productive workplace, and enable their gay and transgender ERG to partner with them in participating in their goals.

3.) Corporations across the spectrum and across the globe are working hard at establishing themselves as workplaces that value diversity. I've been working with senior executives throughout the world (US, Canada, UK, Australia, Hong Kong, Singapore, Tokyo) for over twenty years, helping them to be more effective in their efforts to create a welcoming work environment for gay, lesbian, bisexual and transgender employees.

4.) Check with HRC on DP benefits.

5.) Health care and relocation benefits are essential especially for a global corporation.

6.) Check with HRC and Lambda Legal Defense Fund in NYC regarding the number of couples covered. Remember that gay DP benefits count as taxable income and that to secure them you have to come out and prove that you are in a relationship.

7.) There is always a war for talent. The current challenging economic conditions have not impacted the number of requests I get for training. I'm trying with difficulty to cut back on my road trips.

8.) Besides attracting and retaining the best and brightest gay, lesbian, bisexual, and transgender employees, companies that work hard to create a positive public image are better positioned to attract the estimated billions of dollars of expendable income represented by the product-loyal gay community. It is no coincidence that the overwhelming majority of my clients are financial institutions.

They know that it makes good business sense to be seen as gay-friendly.

9.) While gay, lesbian, bisexual, and transgender employees are invaluable resources to a company that seeks to become more confident and competent in addressing gay and transgender issues, the Executive Committee should lead the way in these efforts. All levels of senior leadership should be involved, from production and research to marketing and the law department. Many companies today have their efforts initiated by the directors of diversity and human resources but to be successful sponsorship should be embraced by the CEO, COO, and CFO.

 

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For the sake of my relationship with Ray and for my own need to recharge, I'm taking a summer vacation from writing my blogs and making corporate presentations. I plan to swim, boat, fish, and work in the garden. Enjoy your time too. See you in September.

Yesterday I was in New Jersey as the guest of Merrill Lynch for a two-hour presentation on "Understanding and Managing Gay and Transgender Issues in the Workplace." My hosts were the gay and transgender employee resource group and the Office of Diversity and Inclusion. It was a terrific session, I felt, with great dialogue, lots of good information, abundant laughter, and new insights. Because many people in the audience of sixty were openly gay, lesbian, or bisexual, it felt like a family event for me and for them. But as wonderful as the experience was for us all, I wish it had been mandated for senior managers. Even though it would have lost a bit of its sense of safety for the gay attendees, the people who most need to participate in training on issues of diversity are those who have the power to transform the atmosphere in the workplace. Merrill Lynch is a strong leader on this issue of diversity and in many of my presentations to their employees around the world, the program has been mandatory. Every worker is busy and taking two hours out of the day to attend a diversity training is challenging. It's not difficult to think of a dozen reasons why it doesn't make sense to expend the time and energy listening to a presentation on sexual orientation and gender identity and expression when there are so many other business-related issues at hand. That's why the decision shouldn't be left to the employee. If diversity training is seen as essential in creating a workplace that values diversity and is thus more welcoming and productive, then everyone should be hearing the same message, not just those who find it of interest. At least, that's my experience.
What follows are the last of the questions and answers from the new Web site resource for managers on gay, lesbian, bisexual, and transgender workplace issues. Companies that would like access to the actual site to see how valuable it will be for their employees are encouraged to contact Dan Brown at db@dbinteractive.com to secure a password.

SO, WHAT IF...?

I want to transfer a gay or transgender employee to an office in country with hostile cultural attitudes on the issues?

 

Do NOT do so without consulting with the gay, lesbian, bisexual, or transgender employee to determine if he or she wants to consider taking the assignment.

 

Do NOT assume that because the culture is hostile that the gay or transgender employee would not want to go. However, be sure to find out what the laws in the area are regarding homosexuality and transgenderism.

 

Do NOT make assumptions about the culture. Many places around the world have reputations of being unwelcoming but the atmosphere has changed for the better. Check with the Human Resources professional and Diversity specialist in the region and with the gay and transgender Employee Resource Group (ERG) should there be one in the area.

 

Do NOT send the gay or transgender employee to the region without asking his or her permission to notify their future manager of the situation.

 

DO talk at length with the gay or transgender employee as to why you want to send him or her to the region, why you feel it would be good for the company, and why it would be good for them, if you believe it to be.

 

DO ask what reservations the gay or transgender employee might have about working in the office in the new region, such as whether there is a support community, attitudes of his new manager and the local HR representative toward gay and transgender issues, the timeframe of the assignment, and what he or she would do if they entered a relationship prior to the assignment or while on assignment.

 

the gay or transgender person I want to transfer has a spouse/partner?

 

Do NOT assume that it will be easy for either person to relocate, even if it is to a place in the world known for its welcoming attitude toward gay and transgender people.

 

Do NOT assume that the gay, lesbian, bisexual, or transgender couple is not interested.

 

DO check on immigration laws. Can the couple immigrate as a couple? Do both individuals need work permits? What work is now done by the spouse/partner of your gay or transgender employee and how will he or she continue to make a living in the new location?

 

DO plan on paying all relocation expenses for both members of the relationship, just as you would if the employee was in a heterosexual partnership.

 

DO prepare the office to which he or she is being sent for the arrival of a gay or transgender couple, should the employee consent to such notification. Seek support in advance from the Human Resources professional, Diversity specialist, and gay and transgender Employee Resource Group in the new area.

 

DO prepare to help your gay or transgender employee if he or she enters a relationship with a foreign national while on assignment and wants to return to your home office to work.

 

I have a parent or spouse of a gay or transgender person and they need help?

 

Do NOT take lightly their need for help. If they are troubled by the issue, it will impact his or her productivity and that of the team. Their difficulties are a business concern.

 

DO communicate with the employee that you take seriously their situation, that you support them completely in addressing their concern, and that you do so without judgment or personal bias.

 

DO contact the Human Resources office, the Diversity specialist, and the leadership of the company’s gay and transgender Employee Resource Group and ask for help. They can provide you with local resources and offer to meet with and support the employee who needs help. Local resources can include support groups, therapists, literature, social events, and mentoring options.

 

DO follow-up with the employee to ensure that he or she is getting the support that they need.

 

I want to recruit talented gay, lesbian, bisexual, and transgender employees?

 

Do NOT think your competition isn’t trying to do the same. They are showing up at college career days, setting up booths, and displaying literature that shows their support of gay and transgender issues. They are also attending meetings of and making presentations at professional conferences that attract gay and transgender employees, such as those held annually by Out and Equal in the U.S., and more regularly by local gay business organizations. Some firms are placing large display ads in national print media read by gay and transgender people, or on the Internet. Most firms that seek gay and transgender talent are underscoring their commitment to valuing diversity on their company web sites.

 

DO consult with your gay and transgender Employee Resource Group (ERG), your Human Resources professional, and your Diversity specialist and ask for help in achieving your goals.

 

I want to be an ally?

 

Do NOT assume you aren’t already an ally. By asking the question, you show that you are.

 

Do NOT pass up an opportunity to show to others at work that you are an ally by doing such things as refusing to laugh at anti-gay or anti-transgender humor, by speaking up if others are discussing the issues, by raising the issue yourself in staff meetings, by requesting diversity training on the issues in your department, by using inclusive language (“Do you have a partner?” instead of “Are you married?”), by sitting with gay and transgender people in the cafeteria and figuring out a way to make the gay and transgender people feel more welcome at company social events, and by not being afraid to be mistaken as gay or transgender by others because of your strong support.

 

DO contact the company’s existing gay and transgender Employee Resource Group and tell them that you’d like to be a member. If there is not a gay and transgender ERG in your location, contact the Human Resources office or your Diversity specialist and tell them of your interest in starting a local chapter.