GROUP 1- ISPADES

ABHINAV PANDEY 80012020044

BUSINESS SHREYA SAXENA 80012020097

COMMUNICATION
ASSIGNMENT
TITLE OF THE CASE
Trans Inclusion transition
EXECUTIVE SUMMARY
Travelex tackled complexities around trans issues at the workplace by working with various
NGOs to get insight to this particular issue. 
THE STATEMENT OF PROBLEM
Designing effective methods and policies to support transgender and the LGBT community in a
global business like Travelex.
THE CASE
Travelex, a British foreign exchange company, wanted to avoid discrimination towards the
LGBTQ community. Experiences marred with deep rooted discriminations, hostility and bias
cause profound psychological impact on trans individuals. So the responsibility of creating such
an emotionally balanced workplace away from stigma, with equal opportunity to everyone
irrespective of any bias remains with the employer. Hence, Travelex as a company wanted to
take specific measures in eliminating such barriers from the workplace to provide a smooth
transition for trans individuals. They wanted individuals not to be scared and hide their sexual
orientation, but to embrace it openly and comfortably. Hence, they worked with NGO’s, to get
insights and tips to frame policies in favour of LGBT’s. James Haq-Myles, Head of Diversity and
Inclusion at Travelex, encouraged talk on this topic, saying that it was alright to be incorrect, as
wrong as you had good intentions. The main aim of the company was to be more open and
favourable towards the LGBT community.
THE SCOPE OF ANALYSIS
Trans employees experience abusive co-workers, unprepared employers, and cultural
challenges. Once within the workplace, transgender workers face a slew of other difficulties:
startling rates of outright abuse, well-intentioned but unprepared employers, and workplace
cultures that punish trans employees for even indirectly revealing their identity.
Transgender issues in the workplace that include frequent discrimination and harassment.
While some trans friendly workplaces exist, tragically, transgender employees still frequently
experience targeted harassment and discrimination in the workplace.
Transgender workers feel pressure to hide their gender identity, potentially limiting their career
potential. As a result of much of the discriminatory behaviour they experience, transgender
workers experience pervasive pressure to remain closeted. Approximately 71 percent of
transgender workers polled by the National Centre for Transgender Equality reported hiding
their transition or gender at work.
Organizations should not wait for the courts to determine that trans individuals are fully
protected under the law. Instead they should proactively incorporate gender-identity-specific
non-discrimination policies and practices throughout their businesses. That involves two key
issues: protecting and promoting the rights of people of all gender identities and expressions,
and increasing employees’ understanding and acceptance of their trans colleagues.
ALTERNATIVE SOLUTIONS
1. Reduce gender bias in the hiring process
Gender bias is extremely prevalent in the hiring process. A research conducted by the
University of Pennsylvania sent out similar CVs to companies, with the only difference being
the gender, wherein in one batch the genders were either male or female, and in the other,
the gender was belonging to the LGBT community. The batch containing the LGBT CVs
received 30% less responses as compared to the other batch. Hiring officers should be told
and educated to hire people based only on their qualifications, and not their
gender.                                                                                                                                    
2. Training is key to eliminating transgender discrimination from the workplace
Appropriate training should be given to employees. Nearly one-fifth of the LGBT community
report to experience some or the other sort of bias in the workplace. Appropriate training
should be given to all employees, wherein they should be oriented as to the fact that LGBT’s
are a part of the community, and they aren’t any different. Proper education and training
will help remove this bias and eliminate discrimination.
3. Communicate the availability of programs to assist transitioning
Various programs should be launched to educate people on this topic, as mentioned above.
All employees should be informed about the availability of these programs well in advance,
and they should be encouraged to participate. Incentives can also be given to participate, as
the more the number of people that participate, the smoother is the transition.
4. Setting up a committee to regulate the process of Transgender integration in the
workforce 
Setting up a committee specially for the Transgender integration will help the organisation
to regulate the process in an effective and efficient manner. The committee will act as an
important structure that will take into account the grievances and other important tasks to
keep a check that there is no discrimination occurring in the workplace. The committee will
act as a platform for the employees and employers to exchange their views and ideas which
may help to generate suggestions and recommendations. The committee may also be
needed in establishing and developing organizational policies.
5. Conduct workshops for awareness and educating old employees 
People who are senior in age, or generally traditional people might resist or find this subject
inappropriate. In order to create awareness about LGBT community, Travelex can conduct
workshops where they can educate the old employees as to how this is normal and natural.
The inclusion of transgender in the workplace takes a lot of time and effort, but the need
for this inclusion is inevitable. This change can be easy for some to accept and for some it
may not be. So, it is extremely important to give the right kind of awareness and education
to the already existing employees. The change is difficult but over time it is for a better
future for the world. Conducting workshops would ease this process and would also enable
people to see the whole situation in a better way. Educating the employees right from the
beginning can form a crucial part of the process. Co-workers would be responsible for
warming up this new workforce and they should know what to say and what not to. 
Workshops like, “understanding a transgender”, “How to behave”, “what to say and not to”,
“understanding the name and prefix” and similar workshops to help in the overall growth.
These workshops would further enable the employees to see the trans genders in a better
light and understand them on a personal level. 
6. Setting up rules and regulations 
Rules and regulations form an integral part of any organization. Especially when there is
going to be a tremendous change, having rules and regulations in place is crucial. Some
employees may not understand the effect of their actions and would harm their new co-
workers by harassing them. Hence, this should be regulated with appropriate punishments
and set up as soon as possible. 
These rules should include all aspects of harassment that can happen to the new
employees, right from name harassment to the work style. The HR manager should make
sure that these rules and regulations are in place before the transition happens. Setting up
rules and regulations after transition is not advisable.
7. Setting up restroom access
Setting up restroom access can be a difficult task but an extremely important one. Many
trans genders do not go through a change in gender process, it becomes difficult for them
to explain this situation. The setting up of access should be done without much chaos and
should be informed to all employees beforehand. The trans genders should be allowed to
use whichever restroom they would like to and this should not be mocked or bring a lot of
attention. This might take a lot of time to regulate but until and unless this happens the
transition never really happens.
The proper restroom access should be one of the key priorities of the HR manager and
should be one of the first things to be sorted out. To make all employees comfortable and
aware a meeting should be conducted to inform this very change. It is also important to
listen to the concerns of the existing employees to ease them through the process. The
entire situation should be taken slowly and include everyone in the process. 
8. Awareness of use of name and prefix change 
Many trans genders have their own choice of name and prefix that they prefer, some might
be comfortable with anything but some might find it offensive. Hence, a proper form should
be made that makes sure all these questions are answered. The form can include a polite
way of asking the new employees their choice of name and prefix. It is important for the
people involved to understand the sensitivity of the situation. The name preferences should
then be communicated to the employees and should be updated on all the records. 
Making sure that this is being followed is also crucial. The trans genders may feel left out
and offended in case, they are mocked for their name or prefix. All the forms pertaining to
the organization should be inclusive of all the prefixes stated by the new employees. It is
the responsibility of the HR to make sure that all forms are inclusive of the prefixes which
would make them feel comfortable and not out of the place. 
9. Notifying client and customer base 
When there is a shift in the way the organization is functioning, it is important to think
about all the stakeholders involved in that process. All the stakeholders are entitled to know
and understand the shift. A proper communication and notification should be sent to the
client base and the customer base, to avoid confusion and discomfort. People are not yet
warmed up to the newer situation and this has to be done with extreme care. Keeping in
mind this a press release can be made from the company’s side on this new situation. The
news should be sent on all mainstream media so as to reach all the people involved. 
This notifying would help in smoothing the process and make up for a better inclusion.
Keeping people informed would also reduce the pressure of the aftermath that the new
employees might have to face. Also, people would be more careful in communicating and
would be mindful about the kind of behaviour they would be portraying. Hence, informing
the respective stakeholders would be an ideal thing to do. 
10. Policy revisions
Despite a growing global awareness of the struggles trans individuals face, many employers
remain ill-equipped to make the policies and workplace cultures that might support trans
employees. A part of the matter may be a lack of appropriate knowledge about these
challenges. Even the companies that are LGBTQ friendly usually focus more on the “LGB”
than on the “TQ.”
 A failure to adopt trans-specific policies and practices can cost businesses dearly by means
of higher turnover, decreased engagement and productivity, and possible litigation. This
kind of discriminatory behaviour also hurts the company’s brand.
There should be a change in the dress code policies as well, there is a set of dress code for
females and males that have been followed since years together. But, with this shift, the
need to update this policy is fundamental. There should be no specific dress code specified
for men and women instead there should be a common dress code for all, like say for
example casuals or formals. 
This would make it easier for all employees and the new employees to adjust to the
organization and feel included. This small but fundamental gesture would completely
change the way the whole organization functions in this entire process of transition. 
All employee related policies from employee engagement, dress code policies to retirement
and healthcare benefits need to be altered to aid all the employees promoting inclusion.
This should be essentially reflected in all internal and external processes of the company to
make employees a part of the organization right from the beginning. 

RECOMMENDED SOLUTION 
Transgender people chiefly look at HR and top management to help them navigate challenges
they face in workplace. The inevitable transition process can only be termed smooth when
numerous measures are taken in both short term and long term. Organization should ensure
that the protections are incorporated in all practices, policies, communications and training
initiatives. 
SHORT TERM 
The short term plan of the company should kick off with increased efforts to create awareness
about trans inclusion among all employees. The need for smooth transition should be
communicated along with issuing clear statements and rules in employee handbook, manuals
and orientation. Travelex should promptly begin diversity and inclusion initiatives with
organization affinity groups and some local outreach groups. A new committee should be set up
effective immediately with HR and management to draft the new company inclusion policies to
benefit trans individuals. The same should be conveyed throughout the organization and
promoted globally. 
LONG TERM
Company-wide training on transgender inclusion is essential
A proactive HR approach to inclusion is critical to overcome the serious barriers that suppress
transgender equality at work. There is a deep and broad knowledge gap regarding transgender
issues even within the HR ranks. HR workers, equality and diversity officials need training on
how to develop a sensitive and precise understanding of overcoming transgender issues.
Without this, HR workers are not fully armed with the requisite knowledge to tackle deep-
seated prejudices. In addition, the training to HR workers must be followed by broader
transgender training provided across the organisation, from the management ranks to entry-
level employees. This encompassing roll out of training across different levels and functions is a
pre-requisite for securing in-depth organisational awareness and appreciation of transgender
issues.
Yet training is truly effective only when it is deployed to engage people meaningfully by
enlisting their active participation and imagination. Therefore, it is important to make training
more than a single event, which requires one-time participation in a limited manner.
Transgender inclusion training needs to be a series of developmental activities that align the
organisational community with a strong appreciation of differences.
Training that cuts ice requires serious resource investment, which involves top management
support. Top management support is also necessary to make transgender inclusion a strategic
aspect of organisational culture and development. This may come in the form of concrete
efforts such as targeted recruitment programmes, positive action at the selection stage, and
mentoring and leadership programmes aimed at transgender workers.
Such acts of ongoing support must be complemented by discursive steps such as amendment of
strategic plans, policy documents and communications to ensure that transgender identities are
a visible component of organisational activities.
Deep and meaningful progress to achieve transgender inclusion in work organisations requires
significant action based on a long-term vision of change, which should be pursued by both HR
and top management.
CONCLUSION
Plan of action:
1. Travelex should start by declaring on their website and other media platforms that they
are openly supportive of people of all genders and show a positive approach to
transgender employees by making sure that everyone is respectful and inclusive.
2. They should collaborate with a charity like Stonewall the lesbian, gay, bisexual and
transgender rights charity, by joining its Global Diversity Champions Programme.
3. With this partnership Travelex can generate a training programme for the top
management to move forward with the inclusion of people of all genders in the
company.
4. With the top management on board and up to speed the next step will be to move
forward with how the inclusion will occur and what new policies will need to be created
and which ones of the existing ones will need to be modified.
 5. The following areas will require new policies and changes in existing key policies:
a) Hiring process and guidelines
b) Workplace ethics and acceptable behaviour
c) Gender neutral bathrooms
d) Leave management system.
e) Healthcare and benefits
f) How frequently can someone change their gender?
6. It will take 2 weeks to design new policies and redesign existing policies to include
people from all genders and to make sure that none of the policies are leaning towards
favouring one gender or the other.
7. New HR training programme needs to be designed to include guidelines and approach
towards the following issues:
a) How to treat transgender recruits, employees, existing employees who transition,
etc.?
b) How to consciously work on eliminating cognitive bias if any against the
transgender?
c) How to deal with harassment cases involving transgender individuals?
d) How to help employees going through the transition phase?
8. After the HR training one training programme needs to be created for all other
employees which will be regarding transgender sensitivity training and behavioural
guidelines. Although speech cannot be prohibited but using proper pronouns should be
encouraged.
9. A Transgender welfare committee will be needed to set up to address issues of
employees specifically related to being transgender.
10. The new and modified policies will be applied and amends be made with time in case of
any discrepancies or loopholes.
Benefits:
 Will create a work environment where people of every race, gender and background will
be able to feel equal and work in harmony.
 Will improve the reputation of the company.
 It will create a respectful, professional work environment that is free from
discrimination while maximizing teamwork and productivity.
 Will serve as an example for other companies and lead the change towards equal
treatment of all genders by example.
 The company will be able to attract, recruit and retain top talents.
Points of caution:
1. It is very important to be aware that your workplace may indeed have transgender or
gender-fluid staff without you being aware. Not everyone will feel comfortable coming
 out, so it’s important to encourage the right attitude of acceptance and support within
the workplace even if you think there’s no one in your workforce who is transgender.
2. The top management should be vigilant against subtle forms of harassment, such as co-
workers deliberately using the wrong pronoun or excluding a transgender employee
from meetings or events.
3. There will be cases of employees which will not agree with the inclusion of transgender
people due to them being entrenched in their gender paradigms and might even
actively oppose it. Such people should be educated with the new ways of the world or
will need to be replaced.