In honour of LGBTQ+ month, HRreview outlines steps to locate and eliminate homophonic attitudes within your organisation.
According to Equalityhumanrights.com in 2020, 82 percent of people said they were not prejudiced towards transgender people.
A staggering 14 percent reported that they were a little prejudiced, 2 percent said they were very prejudiced and a further 2 percent did not know, which suggests in every 100 employees in an organisation.
It was also reported that approximately 16-18 percent have a prejudice against trans people.
With this in mind, many businesses are increasingly wondering how to test their organisation for transphobic and homophobic attitudes.
With one in eight LGBTQ+ people revealing they do not feel confident reporting homophobia in the workplace, Joanne Lockwood argues how to test for, identify and uncover these often hidden prejudices in the workplace and how to action change.
Clearly, bullying or harassment accusations are a clear indicator of a toxic work culture, as is a lack of diversity but there are more subtle clues including:
Positive People Experience
Are LGBTQ+ candidates, leaders, employees, stakeholders and customers all experiencing measurable and equal Positive People Experiences? Do you regularly host employee engagement surveys to test out psychological safety asking questions like “Do you feel you are valued?” and “Can you bring your whole self to work”? Surveys can help detect an undercurrent and even if anonymous can be cross-referenced with demographics. Testing the experience of people who are gender transitioning can give some clear answers.
Distinctive group segregation
If LGBTQ+ employees are not being fully included this is a strong indicator. Do gay or transgender employees have a strong sense of belonging and fully take part in group activities if they would like to? Do they put themselves forward for training and leadership roles or do they often stick together or opt out because they feel marginalised?
Hiring and promoting discrimination
There are several risks. The first is that people who are marginalised and not celebrated for their achievements are not hired or promoted and only individuals who fit the mould are considered. Secondly, if they are promoted or hired in a poor work culture then there is the risk of token hiring or promoting to cover all bases, which in turn fuels imposter syndrome. They may also be promoted and then get no support from their colleagues so end up leaving.
Unfair delegation of tasks
If you suspect a pattern whereby LGBTQ+ employees are consistently allocated to tasks that are displeasing or completely irrelevant to their job role, this may well be a sign of underlying discriminatory attitudes.
Misgendering, bias, micro-aggressions, ridicule, and exclusion
These are still rife in business and coming out or feeling part of a team at work can feel very risky. Micro-aggressions mean you can’t quite put your finger on the issue. Perhaps you are tolerated but there is an undercurrent as people whisper about you, make a snide remark or you are not invited to things. It is presented in the same way by closet misogynists and racists. The result is destabilisation and a lack of psychological safety often leading to absence and quiet quitting.
What steps should be taken?
Negotiate policies
It is ineffective and counter-intuitive to negotiate policies around LGBTQ+ inclusion without the voices of those in that community. How can companies address an inclusion issue without an inclusive approach? Include all voices and integrate them into policy negotiations. This may likely include introducing a gender expression policy.
Report discriminatory behaviour
Is there a culture where people hide behind ‘it’s just banter’? Businesses need to actively outline the unacceptable nature of anti-trans, anti-LGBTQ+ and any other forms of discriminatory behaviour. By vigorously outlining standards, having a policy statement including acceptable language, and having clear whistle-blowing channels, individuals will have avenues available to them to report any harassment or issues that they are encountering, ensuring anonymity if required. Move from denial to official scrutiny and take a deep look at work culture, checking for reactions to big supporting statements put out by the organisation. Don’t paper over toxic comments and behaviour.
Discriminatory recruitment
Go back to basics with the hiring process. The first thing to assess is the tone used in the vacancy advertisement – do your record-keeping methods and dress codes discriminate against trans people for instance? Make sure the job application only asks for relevant information to the role and doesn’t ask intrusive questions. Create positive narratives. Make sure your process is fair, the best person is selected for the role and the process is transparent.
Confidentiality
There is no blanket rule for transgender individuals with regard to their gender identity or transition being public knowledge so protecting confidentiality may be vital.
Allies and role models
Having supportive allies, including those in senior positions and peers, provides fundamental support for LGBTQ+ employees. Creating networking groups or just having visible LGBTQ+ role models can help embed inclusion across the organisation.
Focus on education and myth-busting
Positive and clear messaging and values mean employees, stakeholders and customers are quite clear about where the company stands on discrimination. Managers should be offered training around the various issues that the community faces if required.
Neutral spaces
Providing gender-neutral spaces and facilities is one step towards addressing an inclusion issue with an inclusive resolution.
Joanne Lockwood CEO and Founder of SEE Change Happen says:
“Homophobia and transphobia can show themselves through physical, verbal or emotional harassment, or more covertly through microaggressions, marginalisation and gaslighting which can be harder to measure. The stigma can also be different between gender and sexual orientation with a gay man generally being more stigmatised than a lesbian, but trans women being more stigmatised because of the narrative that they are a threat to cis women and children.”
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
- Amelia Brand
- Amelia Brand
- Amelia Brand
- Amelia Brand
