Despite workplaces across the country visibly championing Pride Month, evidence shows that many LGBTQ+ employees continue to experience bullying, harassment and discrimination at work.
Research from the TUC highlights that these are not isolated incidents, but ongoing, embedded challenges that require sustained organisational attention. At the same time, legislation is evolving. With stronger harassment protections due under the Employment Rights Act 2025 in October 2026, employers will be held increasingly accountable not only for how they respond to inappropriate behaviour, but also for the steps they take to prevent it.
These circumstances signal an increasing need for organisations to build and sustain inclusive workplace cultures, rather than relying solely on reactive responses when issues arise.
Moving from policy to practice
Inclusive workplaces are built on more than good intention – they require effective policies, skilled and confident managers and shared behavioural expectations that are understood by everyone.
However, research highlights that gaps persist. A 2022 TUC and YouGov study found that around one in five employers had no policies specifically supporting LGBTQ+ staff, and even where frameworks exist, they are not always actively embedded in day-to-day practice.
Anti-bullying and anti-harassment policies are important as they outline cultural expectations. They should clearly identify unacceptable behaviour, such as making exclusionary jokes or outing someone’s identity, and explain that the impact of behaviour matters whether or not someone intended to offend.
Core HR processes, such as recruitment, performance management and grievance procedures should also be regularly reviewed to make sure they are fair and free from bias.
Beyond this, broader policies play a key role. Areas such as domestic abuse support, data protection, relocation, flexible working and benefits frameworks should all be designed inclusively. This includes ensuring sensitive data is protected, avoiding assumptions around relocation support and recognising civil partnerships and same-sex relationships equally through consistent language, such as using “partner” rather than gendered terms.
The central role of managers
Managers play a pivotal role in shaping workplace culture. They are often the first point of contact for employees experiencing inappropriate behaviour, and their ability to handle sensitive conversations can determine whether issues are resolved early or escalate into formal grievances.
Yet many managers lack the training or support needed to navigate these situations effectively. Without clear guidance, they may hesitate or respond inconsistently. Strengthening managerial capability through structured training is essential, particularly in recognising bias, addressing microaggressions and fostering psychologically safe environments.
Inclusion as a driver of wellbeing and performance
Inclusive cultures are closely linked to employee wellbeing, engagement and retention. When employees feel safe, respected and able to bring their full selves to work, they are more likely to contribute meaningfully and remain with an organisation long term.
Barriers to inclusion can also have lasting career impacts. Research suggests that LGBTQ+ employees may avoid promotion opportunities, feel pressure to conceal their identity or experience reduced access to development opportunities due to conscious or unconscious bias. These effects are compounded for individuals with intersecting identities, such as those who are also from ethnic minority backgrounds or who have disabilities.
A 2025 report on barriers to LGBTQ+ career progression highlighted that many professionals experience imposter syndrome and a lack of visible role models in senior leadership, reinforcing the perception that being authentic at work and progressing in their careers can feel incompatible.
Training, awareness and accountability
Policy alone is not enough without awareness and understanding. Regular, high-quality equality and inclusion training should be provided to all employees. This should go beyond legal definitions and focus on real workplace scenarios, unconscious bias, respectful communication and the practical application of inclusive behaviours.
Onboarding programmes should embed inclusion from day one, ensuring new employees understand organisational values and expectations. In addition, ongoing learning opportunities, such as workshops, discussion groups and awareness campaigns, help reinforce this messaging over time.
Employee networks and lived experience
Employee resource groups (ERGs) can also support inclusion by providing safe spaces for employees, offering insight into lived experiences and helping organisations identify areas for improvement.
Effective ERGs are typically supported through structured resources, senior sponsorship and clear governance.
However, ERGs should not be seen as a substitute for organisational responsibility. Inclusion must be owned at every level of the business, not delegated to employee volunteers.
Additionally, organisations should ensure they hear from a broad range of voices, as not all LGBTQ+ employees will wish to participate in networks. Alternative feedback channels such as surveys and listening forums remain essential.
Building sustainable inclusion
Ultimately, creating inclusive workplaces requires a long-term approach rather than just isolated initiatives. This includes regular policy review and investment in quality training as well as regularly monitoring outcomes such as pay gaps and progression, and ongoing engagement with employees.
A thoughtful and consistent approach to inclusion helps create working environments where people feel valued, supported and able to do their best work. While Pride Month provides an opportunity to reflect on progress, meaningful inclusion is built through everyday actions and decisions throughout the year.
Prior to joining Brightmine, Bar Huberman was a solicitor at a leading firm in Brighton. At Brightmine, she leads the HR strategy and practice team, focusing on developing content that meets the priorities of HR professionals in strategic roles. Outside work, she is the proud chair of Embracing Arts, a charity dedicated to making inclusive theatre for children with special educational and/or complex needs.
- Bar Huberman
