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Creating an inclusive workplace begins with leadership. What’s more, creating pathways for under-represented social groups to reach these leadership positions can help create healthy environments where diversity can shine.
Studies have shown that 11 per cent of the Australian population identify as part of the LGBTI community. Meanwhile, a Gallup study revealed that in the US, 7.1 per cent identify as part of this community. Despite this, the same study highlighted that just 0.6 per cent of chief executive positions are held by people openly identifying as part of the LGBTI community.
There have been programs aiming to turn these numbers, such as the University of Sydney Business School and the Pinnacle Foundation’s Asia-Pacific LGBTQIA+ executive fellowship, aiming to develop more LGBTI leaders.
A lack of representation is just one of the issues, however. Studies show that gay men, on average, earn 11 per cent less than heterosexual men, and lesbian women earn 9 per cent less than their heterosexual counterparts.
Turning the data around
Employers can do their part to reduce the divide by creating development opportunities for LGBTI workers. According to Alex Bradford, quantitative analyst at Gryphon Capital Investments and Pinnacle Foundation volunteer, empowerment of these underrepresented employees can assist in organisational development.
“A diverse leadership team brings together a variety of perspectives and experiences. This diversity of thought enhances innovation and problem solving. An organisation with diverse leadership is better able to understand and cater to the needs of a diverse clientele and to engage responsibly with the communities and spaces it operates within,” said Bradford.
“Diverse leadership can help build an inclusive workplace culture, improving employee satisfaction and engagement. This is done by leaders setting and demonstrating expectations, providing representation in leadership that fosters a sense of belonging, and combating unconscious biases and discriminatory practices. Diverse leadership and an inclusive culture also has positive impacts in talent acquisition and retention, as diverse organisations are more likely to attract top talent and avoid missing out on potential excellence across all levels of the company.”
Dylan Lloyd, also a Pinnacle Foundation volunteer and senior legal officer at the Attorney-General’s Department, agrees.
“Diversifying leadership ensures that workplaces benefit from a breadth of perspectives that reflect the diversity of the communities they operate in. Diverse perspectives and experiences can lead to better policy outcomes, stronger and more trusting stakeholder/client relationships, and can build trust and understanding with the public. Diversifying leadership can also help to break down the perceived barriers to leadership, fostering new leadership within an organisation and attracting talent to join it,” he said.
Organisations looking to diversify their leadership must create a safe and inclusive environment for everyone. Celebrating differences, from top to bottom, is crucial.
“Employers must strive to make their workplaces a place in which diversity is celebrated and employees feel they can bring their whole selves to work. Many workplaces invest in a dedicated pride/LGBTQIA+ employee network to provide support and advocacy for employees, which is also a great way to encourage and nurture upcoming LGBTQIA+ leaders,” said Mr Lloyd.
“These networks should be provided with the necessary funding and corporate support to sustain a vibrant culture of support for LGBTQIA+ people, including recognition of days of significance, training for staff and leaders on LGBTQIA+ issues and opportunities to develop LGBTQIA+ leaders.”
He continued: “Outwardly expressing your workplace’s support for LGBTQIA+ applicants at the recruitment stage is also an important way to attract LGBTQIA+ leaders. Ideally, this should be backed up with evidence, by openly and outwardly demonstrating the workplaces’ support for LGBTQIA+ employees.”
Bradford shares similar sentiments, reinforcing just how important support networks can be.
“To boost participation for LGBTQIA+ leaders, organisations must foster a workplace where all employees, regardless of their gender identity or sexual orientation, can thrive. Beyond the fundamentals of strong diversity and inclusion practices, inclusive policies, and fair recruitment and promotion processes, a crucial element is connecting and empowering LGBTQIA+ employees,” they said.
“Establishing LGBTQIA+ employee resource groups or networks is a clear example, but their effectiveness often hinges on organisational support. It is essential to create an ongoing dialogue with these groups and actively listen to their feedback. Often, employees themselves are the best resources to guide employers on necessary change to cultivate an inclusive environment and reduce barriers to participation.”
Mentorship can also be a worthwhile venture for organisations looking to provide inclusive development opportunities.
“Providing mentorship opportunities for LGBTQIA+ employees can provide great benefits in honing talent and supporting their progression. This might be through a formal mentorship program, an LGBTQIA+ network, or informal mentorship from existing leaders. For smaller organisations or those still establishing internal support networks, supporting employees to access a wider support network and providing external development opportunities is a viable approach,” said Bradford.
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A company's assistance to an individual's professional development, particularly when the employee moves to a new role or project within the business, is known as career development. The organization's HR business partners or managers, as well as HR services like learning and development, talent management, or recruiting, frequently support this through coaching, mentorship, skill development, networking, and career planning.
Jack Campbell
Jack is the editor at HR Leader.
