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A White Paper for the
Tucson Corporate LGBT Coalition

This white paper discusses the issues concerning diversity and presents them in a framework appropriate for awareness training in a corporation.

Due to ignorance or misunderstandings about the natural differences in a workforce, there exists a lack of equitable workplace consideration and treatment for those with the differences.

When we talk about "diversity awareness," we are really talking about awareness of the value of diversity. Appreciation of the importance of diversity is not an automatic concept, particularly in the workplace.

This white paper will look at the issues surrounding diversity awareness, especially in regards to GLBTs in the workplace. However, the concepts presented here can be applied to issues in other forms of diversity as well. Research for this paper included a survey of best practices by American corporations in addressing diversity awareness, as well as the current curricula of diversity training firms.

A good working definition of diversity is "everything that makes us unique as individuals" (UBS PaineWebber). Early diversity awareness efforts focused on the physical, visible differences: race, gender, age, disability and nationality. Current efforts embrace not only distinctions in sexual orientation, gender identity, education, culture, religion, and lifestyle, but also the indefinables of thinking, personality, and values.

With the expanded definition of diversity, there is no question that much diversity already exists in the typical workplace. So why is diversity not universally observed and appreciated? Many employees may look around and say, "I don't see a lot of diversity here. Everyone seems to be pretty much like me."

One reason that diversity may not be apparent is that much of it is suppressed. Nontraditional employees have several motivations to appear conforming. Some do not express alternative orientations out of a fear of rejection or harassment. Others don't want to jeopardize good working relationships with co-workers. Still others feel that certain aspects of their lives are personal and not appropriate for sharing or expressing in the workplace.

Another reason may be that some small groups can be quite uniform. It is possible that certain industries and occupations may draw particular personality types ― the stereotype of the nerdy engineer, the prissy fashion designer or the tough law enforcement officer. Those within a group known for particular traits may even resist those who don't exhibit those traits.

Of course, another reason that diversity may not be obvious is that it in fact is not present. The hiring process may have already screened it out. Or qualified minority candidates may not be available in sufficient numbers to reflect the population at large.

When explained in this way, employees may see that the potential for diversity is present, even if not expressed. So, a fundamental question to answer for many employees is, "Why should I value diversity?"

There may be two concerns underlying the above question that an employee is expressing: How can a diverse workforce be a better workforce, and Is a diverse workforce is a better workforce? These are not the same question. The former question goes to the business case what a diverse workforce brings to the table of a corporation. The latter question goes to an employee's perception that, if I'm surrounded by people not like me, how can that be a better working environment? There is a fundamental resistance to granting people not like ourselves the value and respect we automatically give ourselves and others like us.

Many corporations address only the former question. While that may convince the CEO, top managers and stockholders, it does not go a long way toward convincing the typical employee of the value of diversity. And it is the workplace environment surrounding the average employee that determines the success of diversity initiatives.

The arguments for a diverse workforce usually make these points:

Consider the following projections for the year 2000 and beyond (from Employment Practices Solutions):

Corporations that reject out of hand candidates who don't match their traditional employee profile are shooting themselves in the foot. Recruiting and hiring managers are at the front lines in making sure that qualified candidates are being considered based only on their pertinent qualifications. Recruiters must expand their base of where to look for recruits. Interviewers also need training in diversity awareness, so as not to fall into the trap of judging candidates against the vague, outdated criterion, "I don't think that person would fit into how we do things here."

While the business case for diversity may sway management, it will not convince the workforce. The average employee is usually far enough from business concerns that he or she will see no personal benefit to accepting the company's claims that this is a good idea. Nor will a "like it or lump it" approach work. If corporations accept the business case but do not prepare their workforce for the accompanying increase in employee diversity, their attempts at integrating and retaining more diverse employees will fail.

Diversity awareness at the employee level is all about valuing your fellow employee regardless of race, gender, sexual orientation, gender identity, etc. The concept goes beyond mere acceptance of those who are different. It is about appreciating individual contributions, respecting different perspectives, and encouraging personal growth. It is the realization that each of us is unique, of value, and has a place within the workforce.

Some people endeavor to reduce diversity in and among their families, friends, associations and neighborhoods. This personal conviction is at odds with the necessary direction that companies must take. The corporation must make it clear that within its walls, diversity is valued, encouraged and strategic. It must become a key characteristic of the corporate culture.

(from newdynamics consulting)

As lesbian, gay, bisexual, and transgender people become more outspoken about sharing their sexual and gender preferences, a unique set of challenges is created for corporations. It asks employers to think about:

In an effort to create working environments conducive to teaming, high performance and productivity, it is essential that managers and co-workers understand the importance of being thoughtful and sensitive about the needs of gay, lesbian, bisexual, and transgender employees.

Statements such as, "sexual orientation and gender identity have no place in the workplace," occur far too often. The effects of such comments and assumptions need to be brought into the awareness of those who use them.

Sexual orientation and identity have always been a part of organizational behavior for heterosexually-identified people. Most heterosexuals have no or little awareness of how their own sexual orientation is constantly referred to and relied on for comfort and identity. That such comfort and identity is denied and discounted for lesbian, gay, bisexual and transgender people is outside the majority of heterosexual people’s awareness. Workplace productivity can no longer be sacrificed to insensitivity.

Straight employees often bring their sexual orientation into the workplace without overtly naming it as such by discussing weekend parties, family gatherings, or bringing spouses to workplace functions. These are workplace behaviors taken for granted by most.

For employees whose sexual and gender identities are other than heterosexual, these practices create a sense of being an outsider in an organization where these employees are striving for high performance and productivity. Imagine the energy it takes to hide something so fundamental to who one is, as sexual orientation.

The primary way for corporations to improve diversity awareness is through education. The business case for a diverse workforce should be made to convince management that the direction is sound and allay fears that a diverse workforce is anything except a good business practice.

Diversity Awareness training should be given to all employees: the employee who recruits, the employee who interviews, the manager who hires, the manager who promotes, and the employee who mentors. Diversity awareness is an education that is necessary at all levels in a company. Employers need the training so as not to perpetuate the status quo, and employees need the training to produce an equitable working environment. When the best and brightest are hired and retained, the fruits of a diverse workforce can be realized.

This white paper discusses the issues on diversity awareness in a possible framework for a training that covers these and other white paper topics. The basic framework is:

This framework on discussion of the points supporting diversity awareness is best implemented in an employee-training format. The framework above and the discussion in this white paper can be expanded into a several-hour-long training session (or sessions). The training should have up-to-date facts and statistics about minority (including GLBT) availability, hiring and retention. An analysis of the current corporate climate should be presented, with much feedback from employees. At all stages of such a training, employee comments should be elicited, for confirmation and honest assessment of workplace situations. Role-playing and sensitivity exercises should constitute a large part of the diversity awareness training.

Employee questions such as those posed in this white paper should be addressed in a nonjudgmental atmosphere where there is no such thing as a dumb question. Many aspects of diversity, especially those that are sexual or gender oriented, are outside the realm of thought and experience for many people. Discussions should be frank in training sessions, where truth can be provided to supplant assumptions and hearsay. References to basic online information should be provided so employees can satisfy their questions at their own pace or in the privacy of their offices or homes.

The following specific recommendations for diversity training on GLBT issues are taken from newdynamics consulting.

Lesbian, gay, bisexual, transgender and heterosexual people need to work together, so that they know how others of varying sexual orientations and identities feel and have the opportunity to learn from each other. Representatives of the gay, lesbian, bisexual, and transgender community should be included in the planning for consulting and diversity training.

Because workplace safety is the primary issue for lesbian, gay, bisexual, and transgender employees, GLBT employees need to have the option of whether to identify themselves or not.

Everything ― from behavior to beliefs ― should be considered strictly as information, without judgment as to right or wrong, good or bad. Everyone needs more information about these issues and clearer perspectives on the effect on their behavior.

The focus should not be on just gay, lesbian, bisexual, and transgender people. Heterosexual people form the world of exclusion and need to be thoughtful about how they communicate among themselves and with those of other sexual identities.

The appreciation of sexual orientation as it interacts with other diversities, particularly gender, race and culture, are core elements of diversity training. The leadership team should reflect varied sexual identities to help participants sort out the interaction of such diversity with gender, race, and culture.

The commitment of the organization needs to include high level managers as well as enough people addressing these issues that learning can be applied and agreed-upon changes in organization norms sustained.

Last updated 07/27/02