global lgbt employee network groups - … · global network groups have several core functions that...
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GLOBAL LGBT EMPLOYEENETWORK GROUPS
GLOBALWORKPLACE
GLOBAL LGBT EMPLOYEENETWORK GROUPS
CONTENTSIntroduction 2
1. What a Global Network Group Delivers 32. A Global Governance Structure 93. Setting up a Network Chapter 134. Maximising Impact 175. Top 10 Tips 21
FOREWORD
Lesbian, gay, bisexual and trans (LGBT) employee network groups have been a drivingforce behind significant changes in the workplace. The very best organisations create aspace and dedicate resources to enable staff to come together and transform culture.The very best organisations now also recognise that such groups are integral to thesuccess of an organisation’s efforts to fulfil their global values and commitment tosexual orientation and gender identity equality. In societies where equality for LGBTpeople is not considered important within or indeed outside the workplace, the veryexistence of an LGBT employee network group sends a bold statement about thevalues and intentions of an organisation. Such a move serves to support all staff, in theUK and further afield, and shows that employers believe people perform better whenthey can be themselves, even when it is difficult to achieve such a thing.
In order to respond effectively to the challenges of supporting LGBT staff in differentcountries, top employers understand that transforming workplace cultures requireseffort, over time and that it’s never too early to plant a seed. Global LGBT networkshave the power to keep the spotlight on discrimination and can offer a practical meansto establish positive and lasting change.
We hope that this guide will encourage organisations to facilitate the growth of thesebeneficial employee-led resources and be confident in the steps they can take to beginto create the space and a voice for their LGBT employees in different parts of theworld. Even if to begin with, it’s a very small one.
Ruth HuntChief Executive, Stonewall
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INTRODUCTION
Employee-led LGBT network groups are a formal mechanism forenabling lesbian, gay, bisexual and trans staff to come togetherto support each other and work for sexual orientation andgender identity equality in the workplace. Their growth acrossthe public and private sectors in the UK and US has enabledemployers to take great steps towards equality and make sureLGBT staff are valued. The best employers want to replicate thissuccess across their operations by supporting the growth of newLGBT network groups in different countries and joining them upto create a coordinated global network.
An approach to forming a global LGBT network should beflexible and reflect the business structure itself. However,ensuring some form of central oversight helps individual LGBTnetwork groups to gain senior management backing and flourishin new and challenging contexts. A global LGBT network withgood communication methods allows individual network groupsto learn from each other’s experiences and create anorganisation-wide community and a valuable business resource.
Global LGBT networks are creating the positive environment andpractical tools necessary for employee-led groups to be at theforefront of the organisation’s efforts to integrate diversity andinclusion for LGBT staff across their operations. This guide showshow the best global employers are establishing effective globalnetworks to enhance LGBT visibility, increase accountabilityacross the organisation, improve employee development andbenefit the business as a whole.
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1 WHAT A GLOBALNETWORK GROUPDELIVERS
LGBT employee network groups have been, and continue to be, a driving force for both sexual orientation and gender identityequality in the UK. They are a visible sign of the open effortswithin organisations to challenge LGBT workplace discriminationand have developed into professional resources which positivelyrepresent and contribute to the whole organisation. Thesignificance of this role is amplified for employers who operateacross varying levels of social and cultural LGBT acceptance.
In addition to advancing sexual orientation equality, employeenetwork groups are also an incredibly useful vehicle to challengegender identity discrimination in workplaces worldwide. Theinclusion of work on gender identity by progressive LGBTemployee networks ensures trans people have both acommunity and a voice within their organisations.
Global network groups have several core functions that supportorganisations to prepare for and respond to the complexitiesthey face in different countries and regions:
AccountabilityBy formally plugging network groups into different areas of thebusiness, employers can harness their specific input andexpertise throughout global working. Through partnerships withHR, senior sponsors, recruitment, communications, marketing,employee relations and external clients LGBT network groupsoffer guidance and serve as a check for organisations attemptingto embed equality into all their official procedures and practices.
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Visibility Network groups drive inclusion and equality for lesbian, gay,bisexual and trans staff across an organisation’s globaloperations through a range of highly visible initiatives, be itonline or face-to-face. The existence of an LGBT employee groupin itself is a clear signal, both internally and externally, that anemployer not only values diversity and equality but activelyseeks to embed it within the organisation.
THOMSON REUTERS Pride At Work network group in India has been innovative in itsapproach to orientating employees on sexual orientation and gender identity.Recognising the cultural differences that exist in India, the network group and HRpartnered with the Humsafar Trust, a community based organisation, to build aninclusive environment for LGBT staff and deliver a live monologue to employees. ‘EkMadhav Baug’ is a performance that conveys the relationship between a mother andher child who is coming out. Addressing the topic from an angle that challengestraditional family values has provided a more meaningful, effective and impactful formof diversity training for employees.
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➤ BP Pride is the first employee-led group within BP to become an official global networkgroup. It has taken advantage of a variety of social networking tools such as Yammer,the Hub and Facebook to communicate the network’s events and to support growth ofmembership across their operations. In addition to panel events held in Asia, thenetwork organised a high profile event with their former CEO, Lord Browne, to talkabout the importance of being out in the workplace and how it is good for business. A recording of this event was made available on BP’s intranet and it has subsequentlybeen used by Women’s and Pride employee groups to raise awareness in differentlocations. Events have been held at locations such as oil refineries in the US and acrossoffices in Asia including Japan, Singapore, Malaysia, Indonesia and India.
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➤ THOMSON REUTERS Pride At Work Bangalore networkgroup has made strides in raising awareness of sexualorientation and gender identity, specifically in the Bangaloreoffice, which has around 5,200 staff. By setting up stalls duringPride Month, the network group handed out a leaflet with afive step guide on how to be an ally to the LGBT community.As a result, a significant number of people took sign-up cardsto receive further information on the network.
A Collective Voice Particularly in contexts where being open about sexualorientation or gender identity is not fully accepted in publicspheres, network groups are a key vehicle by which both LGBTand straight employees can safely voice opinions, challengepractice or simply raise awareness of discrimination at work.Network groups are one of the most valuable communicationchannels for employers to consult their employee base.
HERBERT SMITH FREEHILLS has set LGBT inclusion as oneof its global priorities to create a diverse and inclusive cultureand has established LGBT networks regionally to help progresswork in this area. The firm is committed to ensuring that LGBTinclusion is experienced by its employees on a consistent basisacross the globe as part of its ‘one-firm’ culture. The firm'sLGBT network group activity is thus communicated throughoutits offices, including in the Middle East. The employee-lednetwork groups seek to educate and celebrate, as well asincrease the visibility of LGBT role models in order to create astrong global platform from which to promote LGBT inclusion.
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As one part of their three-pillar global strategy DEUTSCHE BANK’s global networkgroup, DB Pride, focuses on how to incorporate client relationship building into theiryearly objectives. As an example DB Pride members supported Deutsche Bank to fund a local charity programme with a client that helps autistic children in Singapore. Thisdeveloped ties with an important client, while raising the profile of Deutsche Bank’scharitable aims. This strategy is reflected in the leadership work of the global networkgroup chair who seeks to utilise DB Pride as a channel to engage with his peers anddevelop profitable client networks.
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Business DevelopmentEffective LGBT employee networks contribute to the coreelements of a business such as recruitment, marketing, HR orcommunications and in the process express their worth in newlocations. Networks can offer organisations different andinnovative channels to develop new external business ties andadd value to existing client relationships. Their expertise can, for example, feed into improving the marketing of products andservices by identifying barriers and spotting gaps in the marketto explore new commercial initiatives.
Employee DevelopmentThe opportunity for skills development that network groupsoffer to LGBT employees, such as project management ormentoring schemes, is incredibly valuable especially in contextswhere discrimination restricts career development. Having anetwork group that is fully integrated into the business supportsemployees to connect with different parts of the organisationand expand their skill-sets beyond their normal day-to-day role.
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Creating a Safe SpaceNetwork groups offer a safe space for LGBT employees to simplybe themselves, offering the opportunity to be part of acommunity in person or online, which positively impactsindividual well-being and productivity. Taking steps to create asecure environment within countries where equality does notexist and LGBT employees are likely to suffer higher levels ofdiscrimination demonstrates a clear organisational commitment.
IBM uses internal and external social media in order to communicate and facilitatecollaboration. IBM’s online virtual community ‘LGBT IBMers Friends’ forms part of theglue that keeps EAGLE chapters connected to each other and feeling like they are partof a community. In particular, it acts as the medium for the delivery of quarterlyeducational programmes which focus on one of four key areas: Recruitment/Hiring,Employee Development, Employee Retention, and Business Development. Thesesessions, which facilitate broader career development opportunities for LGBTemployees, are run by experts and provide opportunities for sharing information andleveraging best practices across all network groups.
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BARCLAYS LGBT network, Spectrum, has a strong membership base across theiroperations globally. In order to keep members informed of events and to provide aspace for networking and discussion, a smart phone application was developed by thegroup. The app has been downloaded over 5000 times with currently over 2000 activeusers across different countries. Fundamentally the app supports all colleagues, eventhose without access to intranet or a Barclays email address, to stay in touch with eachother inside or outside work. To ensure this network is safe and confidential, requests todownload are carefully regulated and member’s personal information is held securely.
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In fulfilling the six core functions above, LGBT employee networkgroups are integral to the legitimacy of the organisation’s globalcommitment to sexual orientation and gender identity equality.Specifically, they help to determine which areas requireimmediate attention. For example, in countries or regions with alow public acceptance of the LGBT community a network groupchapter might focus primarily on creating a collective voice anda safe space for LGBT employees. Through engagement with thewider LGBT community, network groups are perfectly placed tocarry out actions that reflect the context and the needs of thenational employee base.
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2 A GLOBAL GOVERNANCESTRUCTURE
Momentum is building among leading global employers from arange of sectors to improve the situation for their LGBTemployees, wherever they are based. Clear evidence of thiseffort can be seen in the growth of LGBT employee networksworldwide. When supported by the very top of the organisationand aligned to broader strategic objectives, these groups havethe authority and influence to make a meaningful impact on anorganisation’s culture.
In recognising the value of each network chapter, employershave created an umbrella function that oversees and supportseffective network activity in different countries and regions.Global diversity and inclusion teams play a decisive role inmanaging the development of all national employee-led groups.However, an LGBT specific committee or council ensures allchapters are joined up and working together at a strategic level.
There is no one size fits all approach to how governance on aglobal level should take shape and it depends largely on theexisting global governance structure of the organisation and thematurity or spread of LGBT network activity. The structuretraditionally takes the form of a steering committee with chairs ofthe regional or country network group chapters, senior executive
IBM’s EAGLE network has over 40 active LGBT chapters across the world. Annual globalobjectives are set by the Global LGBT Council which works closely with four regionalLGBT leaders to link with country diversity managers, in-country executive sponsors andlocal employee network groups. These clearly defined structures and roles haveresulted in effective initiatives, including the mentoring programme which utilisesmembers of existing network groups to support new chapters being set up.
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sponsors and a senior member of the global diversity and inclusion or HR teams. Broadstrategic decisions will be made at this level, with the more nuanced control and detail ofnetwork structure and funding reviewed by similar committees at a national level.
Central oversight helps to maximise a global network’s effectiveness through a strictset of purposes:
➤ A global strategy can be designed for use as a guideline by all network groups. Having defined objectives improves the global network’s overall impact and helps to strategically grow new chapters, specialised committees and regional networks.
➤ A formalised governance framework facilitates communication and provides oversight for sharing knowledge and best practice between network group chairs, local HR managers and diversity and inclusion teams.
➤ Oversight helps to collate and coordinate the information, tools and experience to produce resources and guidelines that advise employees on setting up new chapters. This includes detail on different membership options and activities, or how to access funding and review the impact of the group in relation to indicators, which link it to broader business aims.
➤ By setting up, managing and responding to an online LGBT internal forum for all the chapters of the global network, tailored support can be offered instantly to individualsincluding those employees not attached to official groups.
➤ The coordination of meetings and events between different countries and regions supports collaboration within the organisation and raises the profile of the global network. Publicising network group activity from other countries also helps individuals to open up conversations on sexual orientation and gender identity equality in more challenging contexts.
➤ Global oversight facilitates a connection to senior global leadership, which helps new chaptersto secure buy-in from senior executives in different countries. Leveraging connections with executive sponsors brings in essential funding and resource support from the business.
➤ Communicating the activities of different network chapters should be consistent and aligned to a broader LGBT strategy. Although responsibility ultimately rests with each chapter due to their understanding of national or regional sensitivities, central oversighthelps to shape messaging and a global identity that clearly reflects the organisation’s values.
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Global oversight performs indispensable functions for long-termgrowth and impact of LGBT network groups. However, it cannotbe expected to react to the distinct nature of each situation.Countries are at very different stages of social and culturalacceptance of same-sex relationships both inside and outsidethe workplace. This means expectations of what can be
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BAKER & MCKENZIE have a proactive approach to ensuring that the firm is fullyinclusive of its LGBT employees wherever they are based. Their global LGBT initiativechair and senior partner, Harry Small, has been integral to the establishment of anetwork of partners (sponsors) who act as both LGBT liaisons and figure heads acrossBaker & McKenzie's offices globally. Having these contact points in every countryensures visible backing from the most senior levels of the organisation and offers theability to quickly reach out to LGBT colleagues, even in locations without establishednetworks. Beyond this, it also provides the firm with a means to support the growth ofnational network groups and keep a check on how inclusive the workplace environmentis for LGBT employees in all locations.
The HSBC Group Diversity Committee sets the diversity and inclusion strategy for HSBC.The committee is made up of senior representatives from across the five regions, globalbusiness lines and functions. HSBC’s global network for LGBT employees feeds directlyinto this strategy through regular meetings with the Global Employee Resource GroupManager and four Group Diversity Committee executive sponsors, including the globalhead of communications. In 2014, the HSBC Pride network led a global and highly visiblecelebration of the organisation's inclusive culture, which involved lighting buildingsaround the world in rainbow colours in support of World Pride. The campaign includeda range of internal engagement activity and communications to all employees globally,including those in countries where LGBT rights are not recognised. By inviting allcolleagues to show their support externally via social media using #HSBCpride, thecampaign made a clear statement of HSBC’s commitment to LGBT inclusion andinclusion overall.
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achieved, and the speed at which it moves, have to be assessedwith reference to national or regional understanding.
The best governance strategies are flexible and recognise that alarge degree of independence is required to create an identityand activities that reflect the true needs of the nationalemployee base. For example, responsibility for how budgets areused or how activities are designed should be given to regionalor country LGBT chairs and managers.
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One in five of JPMORGAN CHASE & CO.’s 240,000+ employees are a member of atleast one employee-led diversity network. Having a defined global governance structurehas been integral to the growth of networks such as PRIDE, ensuring their work feedsdirectly into the firm’s wider business strategy. A global leadership team, representativeof the network’s geographical spread, sets a common mission for all chapters withpractical implementation managed nationally. The expectation exists for each chapter toadd value to the organisation, which is measured by their contributions to businessoutputs such as talent management, promoting diversity or strengthening reputation.Central management has developed a model that engages sponsorship from the mostsenior levels of the organisation, while supporting the network to form strategicpartnerships within different departments such as human resources, businessdevelopment, communication and recruitment.
EY have been through an extensive consultation process to rebrand their LGBT globalnetwork groups under one name, Unity. Instead of a single global network, the model isbest described as a ‘network of networks’, where each network operates under thesame name but is completely autonomous in their activities. Meetings and discussionsbetween leaders of each network occur on an ad-hoc basis with the help of an onlineinternal service called YAMMER. The new model has facilitated a growing cooperationbetween networks whilst leaving the decision-making power to national leaders toprovide direction in line with what is relevant in their context.
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LGBT network group chapters are springing up within organisations all around theworld with noticeable growth across Europe, Latin America and Asia. As a result of thisgrowth there is increased expectation on global employers to have procedures in placeto facilitate network development. The establishment of new groups is almost alwaysled by employees but in some more challenging contexts it is unlikely that staff will feelcomfortable or secure enough to set up a chapter on their own. In such situations, in-country senior leadership is encouraged to take the initiative.
The following steps should be taken by employees and senior decision-makers toensure that new chapters have a solid foundation to support the local LGBT employeebase and integrate properly into the wider global network group movement:
3 SETTING UP A NETWORK CHAPTER
➤ 1. DESIGN A BUSINESS CASE Put together a clear business justification to secure buy-in from senior decision-makers. This should detail how the chapter will be structured and run but also how it serves the organisation as a whole by broadening understanding of different contexts and facilitating strong links between employees globally.
➤ 2. BE DILIGENT AND DO SOME RESEARCH Utilise the experiences of other employee resource groups and other organisation’s LGBT networks, understand the national laws and talk with national LGBT groups to ensure your approach is appropriate for the context. It is absolutely vital that you consider how to ensure the security and safety of your LGBT members,be it through use of private emails or ensuring your data is secure from external abuse.
➤ 3. ANALYSE ONLINE GLOBAL NETWORK GROUP MEMBERSHIP Where a global LGBT intranet forum or mailing list is in place for employees, consult this list to help assess what capacity exists on the ground.
➤ 4. TAKE TIME TO EDUCATE THE BUSINESS BEFORE LAUNCHING Effort and resources must be spent on orientating the business on the benefits of an LGBT network and empowering country heads to be able to back the network at a national level.
➤ 5. IDENTIFY AND SECURE EXECUTIVE LEADERSHIP SPONSORSHIP (GLOBALLY AND NATIONALLY) Gaining senior sponsorship and buy-in from the start facilitates the long-terminfluence of the network. Senior engagement ensures that each chapter is taken seriously, while also responding to opposition in new locations. The commitment of one motivated sponsor often defines the degree of impact that a chapter can have.
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➤ 6. ENSURE ALL PARTIES ARE INVOLVED IN THE PROCESS Strong engagement between global, regional and national LGBT chairs, HR managers, executive sponsors, diversity staff andthe wider employee base will ensure the chapter is tailored to the context and fit for purpose.
➤ 7. ESTABLISH OBJECTIVES AND A PURPOSE Forming clearly defined goals and practical rules of engagement by which these can be achieved will help to measure impact and maintain a professional focus, which positively contributes to image both internally and externally. Objectives should be in support of, and aligned to, broader business objectives.
➤ 8. PUT TOGETHER A MODEL OF WORKING Make use of resources and toolkits and adapt them to decide what type of structure can facilitate the most effective control of the group considering membership numbers or potential senior management support. A steering group with chairs and co-chairs should be supported by in-country HR heads and be representative of each part of the LGBT community, as far as possible.
➤ 9. THINKING AHEAD Given the local context, assess what kind of activities will have a genuineimpact. This may include arranging joint awareness raising events with other established internal network groups, for example women’s networks, and working with external sector related LGBT networks or establishing an Allies programme as a first step to raise awareness.
➤ 10. GATHER FEEDBACK AND REPORT ON IMPACT From the very start, have formal methods to review the different activities the network performs, for example by using key performance indicators. If this process is carried out effectively the quality and relevance of the network’s outreach will improve and ensure it reacts to changing needs and priorities.
With over 430,000 employees in 80 countries worldwide, SODEXO recognised the needto develop a programme to support their global LGBT population. Building on the workof an employee-driven network of LGBT groups in the USA, Sodexo formally includedLGBT as the fifth focus of their global diversity and inclusion strategy in 2011. As astarting point, a working group was formed with senior management across differentcountries to develop the business case and internally educate on the benefits of anorganisation-wide network. This structured consultation exercise led to senior supportfrom the very top of the organisation and a global network group launch on IDAHOT2013, as part of a webinar which was sent to all employees worldwide. This visibilityhas driven the growth of new chapters across Europe.
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When an LGBT employee network group is given theorganisation’s explicit backing from the start, through financialand information resources to senior sponsorship models, it canprovide a number of immediate practical benefits to theworkplace environment:
➤ GENERAL ELECTRIC (GE) has almost 6,000 members in their thriving and diverseglobal LGBT network, with chapters dispersed throughout the world, including; Hungary,Brazil, Canada, Mexico and the Philippines, and development in Japan, Singapore, Israel,and Argentina. GE has a successful strategy and a base package of resources which areused as a guideline when setting up new network chapters. The following four steps arealways taken and have been fundamental to the network’s growth:1 Local law assessment2 Discussion with local country management and HR3 Securing an Executive Sponsor and HR sponsor4 Partner with and leverage from experience of existing ‘affinity networks’
(e.g. women’s network)
HSBC has developed Employee Resource Group Guidelines to support the growth ofnew groups or country chapters, such as Pride UK. The guidelines draw from bestpractice and experience to provide detailed advice in areas including: 1 Purpose and mission – ensuring alignment to HSBC’s strategic direction 2 Membership – open to all, different levels of confidentiality and structures for
committees 3 Sponsorship criteria – requirements, roles and responsibilities of senior executives 4 Strategy and funding – templates of business plans and how to add value to business5 Reviewing impact – examples of key quantitative and qualitative performance
indicators6 Communication – different ways of communicating activity internally and externally
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➤ Through events the group can challenge ignorance and foster a culture that conveys the organisations position internally and externally on sexual orientation and gender identityequality. Having role models within the network to profile is one method that providesvisible evidence of support for LGBT equality.
➤ Network groups are a vital resource for the mobility of LGBT staff across an organisation’s global operations. Their technical and personal support before, during and after short-term and long-term secondments helps staff to adapt and perform in different workplace environments.
➤ Internally, LGBT employees’ personal experiences and input will be invaluable to HR delivery of effective and context-specific training for all staff.
➤ The group will act as an important consultation group on whether different policies causedirect or indirect discrimination for LGBT staff.
➤ Particularly relevant in an international context, network groups are perfectly placed to collate experiences and research that will provide employers with a strong understanding of what it is like to be LGBT in each specific workplace.
➤ They are transparent communication and feedback channels that help employers to offer tailored and useful responses.
BLOOMBERG’s LGBT Community in Sao Paulo was set up atthe end of 2012 and has quickly developed a number ofinitiatives to raise the profile of LGBT issues in the workplace.By reaching out to the management of a national LGBT short-film festival, the Community has used film as a medium onfour different occasions to open up conversation on beingLGBT in Brazil from both younger and older perspectives. The Community has also joined an external LGBT forum thatincludes IBM and J.P. Morgan to discuss and learn about sexualorientation and gender identity equality in the workplace.
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4 MAXIMISINGIMPACT
Global LGBT employee network groups can be a huge drivingforce for sexual orientation and gender identity equality bothinside and outside workplaces. Their unique position as a liaisonbetween employees and the organisation’s wider influence is astrength that should be capitalised on, particularly in contextswhere a cultural shift towards greater inclusion is needed in theworkplace.
Community Outreach An LGBT employee network group is ideally placed to reach outand establish partnerships with national LGBT communitygroups and human rights groups. As a result, the organisationwill gain a more nuanced understanding of the context while thenetwork group has opportunities to diversify their work andcreate partnerships with potential for positive contribution bothinternally and externally. This enhances the capacity of nationalLGBT groups and can positively affect the reputation of thebusiness.
Since 2011 Aibai Culture & Education Center, a non-profit organisation that promotesequal rights for LGBT communities throughout China, has partnered with IBM to hold theannual LGBT workplace diversity forum in Beijing. The event aimed to promote diversityin the workplace in China and encourage global employers and local enterprises to createan inclusive working environment for LGBT people in China. Representatives from IBM’sLGBT network group shared their experiences and best practices and in exchange learnedabout grass roots discrimination in China. IBM developed this model of outreach supportto sponsor and participate in several other LGBT Business Forums, such as the annualInternational LGBT Business Expo in Mexico. Members of the LGBT network wereinvolved in seminars, workshops, conferences and exhibitions that define the LGBTbusiness agenda right across the Latin American region.
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Role Models Supporting staff to champion diversity within an organisation isa powerful signal of an employer’s intent to not only accept, butto celebrate difference. In more difficult locations for LGBTpeople, role models can be few and far between. Networkgroups have the opportunity to design formal programmes fordeveloping individuals who can represent the values of theorganisation internally and externally. A global network group,for example, can draw from the experiences of senior rolemodels across the organisation through a cross networkmentoring programme. These senior sponsors and role modelsat a global, regional and national level should strive to berepresentative of the different members of the LGBT group.
Network groups can also reach out to different parts of thebusiness that are less likely to be engaged, for example inmanufacturing bases or other sub-contracted services, in orderto gain a fresh perspective on the environment for LGBT staff.
BARCLAYS successful partnership with the LGBT social services group, Oogachaga, inSingapore is largely due to the efforts of the national chapter of their global LGBTemployee group, Spectrum. Through fundraising they have supported Oogachaga tolaunch the Women on Wednesdays (WoW) hotline service, which is handled by trainedwomen to signpost community resources, provide a listening ear and offer emotionalsupport to lesbian, bisexual, trans and queer-identifying women. In collaboration withOogachaga, Barclays also held and hosted a panel event on Singapore’s LGBT spaces andhistory for the investment banking community, which included an LGBT historian andtrans community advocates. This event led to further support of the Singapore Pink Trailinitiative, where members of the community were given the opportunity to visit localNGOs such as Action for Aids and Oogachaga’s counselling space, culminating in afundraising dinner.
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Recognising less senior role models helps all employees identifymore easily with being open about their sexual orientation orgender identity in the workplace.
Organisations can also be encouraged to sponsor events whichaward individuals who have improved awareness of sexualorientation and gender identity inequality in difficult contexts.Showcasing these individuals helps employees feel empoweredwithin an organisation that officially supports efforts tochallenge discrimination of LGBT people outside the workplace.
EY’s Unity LGBTA network in Japan and Asia-Pacific has made a concerted effort in Japanto tackle the taboo culture which surrounds same-sex relationships. Part of this effortincluded working with global leadership to identify and put forward a business case to be amain sponsor for Tokyo Rainbow Pride and the Tokyo Superstar Awards, a media eventwhich celebrates out LGBT role models and helps to build bridges between the LGBTcommunity and wider Japanese society. Through these events, the network group havesignificantly raised EY’s profile in the community as an organisation which supportsopenness around sexual orientation and gender identity. This has helped EY attract the toptalent, connect with other progressive LGBT friendly businesses and organizations and senda positive message to its employees about the importance of visible role models.
The regional LGBT chair for RBS in Asia has been influential in creating new avenues tofoster LGBT talent inside and outside the organisation. In Singapore members of thenetwork group are partnered with LGBT university students to mentor them and offeran insight into what it is like to be open about one’s sexual orientation and genderidentity at work. The feedback from this initiative has been wholly positive and the nextsteps are in motion to widen its impact as a recruitment initiative by utilising the Inter-Bank LGBT network, of which RBS is an integral member.
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Incentivising ParticipationMaintaining the momentum of LGBT network groups can bechallenging, primarily because an active and effective networkdemands time and effort from employees already committed tofull-time work. Initial engagement with the group will depend onthe image of the network group, which is reflected in all staffcommunications. Events and activities that are shown to bealigned to core business objectives, and not simply as a space tosocialise, conveys the network as a place where opportunitiesexist for professional development.
Network groups must also clearly shape and communicate thecareer development opportunities that exist within the networkand, primarily, the access it offers to senior members of theorganisation. This is an absolutely vital incentive, especially forjunior and mid-level LGBT employees who may need mentoring andthe confidence to develop relationships within the organisation.
As a simple measure, organisations can formally recogniseindividual contributions to the network as a benefit to the businessas a whole. A formalised process that includes employee networkgroup contributions in annual reviews provides an obvious andclear incentive for participation.
HSBC formally recognises the vital role that employee network groups play insupporting business objectives and forming employee-led communities to help deliverthe diversity and inclusion strategy globally. Leaders of each employee group are setspecific goals in their annual scorecards and their contributions are personallyrecognised by their country CEO.
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Have central oversight tocoordinate and share knowledge
between different LGBT network groupchapters to maximise their potential.
Put together resources andtoolkits that layout a step by
step process to set up new chapterssuccessfully, which can be adapted to thenational context.
When setting up new LGBTchapters, as a paramount
consideration, assess what levels ofconfidentiality are necessary for your staffto be safe.
From the outset, communicateclearly in each new context why
the LGBT network has been set up andwhy sexual orientation and genderidentity equality is important to theorganisation.
Measure the impact of networkgroup activities and ensure that
they are fully integrated into the overallbusiness objectives of the organisation.
At both national and global levelreview appetite for LGBT
network groups and discuss how tomaintain momentum and incentiviseparticipation.
Develop a model for networkgroups to gain senior sponsorship
from different parts of the business.
Make use of internal onlineforums to reach out to isolated
LGBT individuals and help them benefitfrom the organisation’s global LGBTcommunity.
Highlight the representationwithin your LGBT network with
events that reflect the differentchallenges of being lesbian, gay, bisexualand trans in the workplace.
Use your networks as a focalpoint for communicating
the organisation’s commitment to LGBTequality.
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5 TOP 10 TIPS
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Stonewall’s Global Diversity Champions programme is a best
practice forum for global employers who are committed to
providing inclusive workplaces for lesbian, gay and bisexual
employees worldwide. Being gay is illegal in 77 countries and
punishable by death in five. Employer members work with
Stonewall and each other to share best practice and learn from
each others’ successes as they strive to provide safe and LGB
inclusive environments that embrace and reap the benefits of a
diverse workforce.
For more information about joining Stonewall’s Global Diversity
Champions programme visit www.stonewall.org.uk/globaldc
STONEWALL GLOBAL DIVERSITYCHAMPIONS
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GLOBAL LGBTEMPLOYEE NETWORK GROUPS