Building a more inclusive workplace

I recently received this question from a client:

I am in the final rounds of interviews for a new position in my field. The work is exciting, the company is growing, and the compensation is well within my desired range. I am nervous about undergoing a background check. I am concerned that verifying my education is going to raise some issues with them. I am transgender and conferred both my undergraduate and graduate degrees under my previous name, Stephanie. I’m now a man, and I go by Stephen. I dread the thought of having to explain myself to total strangers (yet again) and justify my identity. What should I do?

This scenario highlights a genuine issue of the human face of diversity and inclusion (D&I). Although D&I initiatives have expanded and become more commonplace, the field remains in its infancy. As such, fears such as the one Stephen writes about continue to abound. For most of us, managing a career and a job is already stressful. Imagine carrying the added emotional weight of having to justify one of the most fundamental aspects of who you are. 

As you might expect, I advised Stephen to approach this situation directly. I told him that if this does advance to the point where the hiring company will conduct a background investigation, he should note that he conferred his degrees under his previous name. (This is not unusual. My degree was conferred under my previous name.) He owes them no further explanation, and it would breach the law to deny him employment because he is trans. Of course, no employer would ever come back and say, “Sorry, we’re pulling our offer because we found out you are trans.” They can say it “wasn’t a good fit,” and that would be perfectly legal. So this is a bit of a sticky situation. Although there is nothing that Stephen can do to eliminate transphobia in hiring practices or in workplaces generally, there are many things that managers can do to help make their company cultures more inclusive and bring them into the 21st century.

Implement trans-inclusive policies. Restroom policies, using someone’s preferred pronouns, and dress policies are good places to start.

Be supportive. Help employees who are in transition by ensuring that they have access to healthcare that provides appropriate benefits. Ask your employees what they need during their transition. Do NOT “out” anyone without their permission.

Be diligent about diversity training. Focus training initiatives to be trans-specific. 

Impose consequences for insensitive/bigoted behavior and language. This needs no explanation.

Companies that make concerted efforts to recruit, retain, and develop workforces from diverse backgrounds see higher levels of innovation and productivity. Social mores and expectations continually evolve. Corporate culture must either change to adapt or face reputational risk and a lackluster view by highly coveted talent.