MAKING CHANGE

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THIS IS
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LGBT Inclusion—Implementing Policies,

Programs, and Practices

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About Catalyst
Founded in 1962, Catalyst is the leading nonprofit corporate membership research and advisory organization working
globally with businesses and the professions to build inclusive environments and expand opportunities for women and
business. With offices in New York, San Jose, Toronto, and Zug, and the support and confidence of more than 340 leading
corporations, firms, business schools, and associations, Catalyst is connected to business and its changing needs and is
the premier resource for information and data about women in the workplace. In addition, Catalyst honors exemplary
business initiatives that promote women’s leadership with the annual Catalyst Award.

Catalyst’s Making Change series is designed to give business leaders new perspectives on common workplace issues.

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LGBT Inclusion—Implementing Policies,

Programs, and Practices
David Megathlin

Sponsored by:
Raytheon Company

© 2007 by Catalyst

MAKING CHANGE
NEW YORK ◆ SAN JOSE ◆ TORONTO ◆ ZUG
info@catalyst.org; www.catalyst.org

Unauthorized reproduction of this publication or

any part thereof is prohibited by federal law.
Catalyst Publication Code R68; ISBN#0-89584-269-6

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LGBT Inclusion—Implementing Policies, The LGBT community is extremely diverse; it includes women,
Programs, and Practices. men, people of color, and people of different generations and
More and more Catalyst member companies are addressing cultures. As such, many LGBT employees hold double (or even
the needs of lesbian, gay, bisexual, and transgender (LGBT) triple) minority status. LGBT women, for example, face various
employees in their diversity and inclusion initiatives. In fact, 74 barriers that are attributable to both their LGBT identity and
percent of U.S.-headquartered companies who participated in their gender.
the 2006 Catalyst Member Benchmarking Report listed sexual
orientation as a core dimension of their diversity and inclusion Moreover, empirical evidence indicates that perceptions,
efforts.1 Traditionally, these initiatives have focused on more experiences, and overall satisfaction in the workplace differ
visibly diverse groups, such as women and people of color; the between LGBT women and men. Specifically, LGBT women
unique challenges that LGBT employees face at work have not are more likely than LGBT men to report less satisfaction with
been consistently recognized and addressed. Because LGBT their work environment and feel less accepted at work.2 They
employees—whether or not they are out—are part of every also report having fewer social networking and socializing
large organization, Catalyst believes that an LGBT initiative opportunities and are less aware of company diversity efforts
is a critical component of any comprehensive diversity and than LGBT men.
inclusion strategy.

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Catalyst’s expertise on gender and underrepresented groups in To complement LGBT Inclusion—Understanding the Challenges,
the workplace positions us well to explore the specific barriers this second report on LGBT inclusion offers practical insights on
to LGBT inclusion and what employers can do to minimize how organizations can address the challenges highlighted
those barriers. Furthermore, by highlighting the needs of LGBT in the first report. It provides strategies for laying a solid
women, we continue to support organizations in making foundation for an LGBT-inclusive culture, discusses ways to
change for the advancement of all women. get women and men involved in LGBT initiatives, integrates
measurement and accountability systems into the strategy,
Our first report, LGBT Inclusion—Understanding the Challenges, and suggests ways to involve the wider community. This report
provided insights into the barriers that LGBT employees face is an action-oriented piece designed for human resources and
at work. It explored the unique challenges that LGBT employees diversity practitioners at organizations that are either starting
face, defined basic terminology relevant for discussing LGBT an initiative from scratch or expanding an existing initiative.
inclusion, described the LGBT legislative landscape, and
outlined major barriers to the career advancement of LGBT Rolling out an LGBT initiative is a tough task. Leaders are met
employees. It also explored the difficult decision that many with resistance based on confusion over why LGBT inclusion is
LGBT employees face: to stand out from the crowd and identify relevant at work; lack of adequate information on the barriers
as LGBT at work, or to blend in with the crowd and not that LGBT employees face; and inadequate understanding
identify as LGBT. of the physical and verbal violence that LGBT employees may
encounter.

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Several misconceptions lie at the heart of employee resistance More and more organizations are standing behind their
to LGBT-inclusion initiatives. When people hear about LGBT- commitment to LGBT inclusion. To build an LGBT-inclusive
inclusion initiatives, some may think it is a discussion about culture, organizations need to create a solid foundation
sexual behavior in the workplace. As a result, people may see by developing an accurate perspective of LGBT employees,
an individual’s LGBT identity as a sensitive and private matter implementing LGBT-inclusive policies, and building a strong
that falls outside of the concern of an employer and should be LGBT initiative leadership team. Once that is underway,
left at home. organizations should engage their employee base strategically
and communicate beyond the organization.
Therefore, it is important for diversity practitioners and
managers to accurately communicate that the term “LGBT”
refers to a person’s sexual orientation, and/or gender identity
and mode of gender expression, not an individual’s sexual
behavior or activity. It is also critical to underscore that
sexual orientation, gender identity, and gender expression are
defining characteristics that apply to all LGBT and non-LGBT
individuals. We all bring these important components of our
identity to work.3

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Change agents can expect to learn the following: What Is an Lgbt-inclusive Workplace?
1) How to set the stage and lay the foundation for an In an LGBT-inclusive workplace, all employees are treated fairly

LGBT-inclusive culture and have equal access to career opportunities, regardless of

a) Develop the business case for LGBT inclusion sexual orientation, gender identity, and/or gender expression.

b) Set LGBT-inclusive policies and benefits Diverse employee representation has a positive effect on

c) Create a taskforce that engages experts and develops business results because it allows an organization to effectively

senior leadership support leverage all talent. Therefore, an LGBT-inclusive workplace

2) How to engage employees with programs that address recognizes, understands, and tackles the unique challenges

their needs that both LGBT women and men face during recruitment,

a) Build an LGBT network in daily workplace interactions, and in advancing to senior

b) Engage LGBT allies leadership positions. It also recognizes cultural differences

c) Build awareness and educate employees within an organization, both by function and by office,

3) How to create an integrated strategy and add practices and challenges workplace norms in each of these cultures.

that sustain an initiative

a) Engage the wider community LGBT-inclusion initiatives must engage both LGBT and non-

b) Communicate the initiative LGBT employees—family, friends, supervisors, clients, and

c) Measure progress and set accountability mechanisms coworkers need to understand the challenges that LGBT
employees face at work and be included in developing the
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initiative. In a LGBT-inclusive culture, LGBT and non-LGBT organizational support for LGBT inclusion requires a strong
employees alike feel comfortable in demonstrating their rationale that frames LGBT inclusion as a workplace
support for LGBT inclusion openly. imperative.

How to Set the Stage and Lay the There is strong evidence that an LGBT-inclusive workplace
Foundation for an Lgbt-Inclusive can be good for business.5 There are three commonly
Culture cited mechanisms by which LGBT inclusion can enhance
There is no one-size-fits-all solution to LGBT inclusion. In profitability:
this section we offer guidance on: 1) how to create a strong 1) LGBT inclusion motivates employees to do their personal
rationale for LGBT inclusion; 2) what key policies and benefits best and be authentic at work. If they are not able to make
to set; and 3) whom to engage in the effort. a genuine connection with coworkers because of fear of
rejection or actual harassment, LGBT employees are simply
Develop the Business Case for LGBT Inclusion not given the chance to be effective team players and their
LGBT employees face both subtle and overt forms of ability to excel can be compromised. When fully engaged,
discrimination, even in places that are perceived as LGBT- they are able to build valuable networking and mentoring
inclusive.4 Therefore, LGBT inclusion is relevant to all opportunities and become better leaders. They can devote
employers, no matter where they are located. Building time and effort to work-related tasks rather than to

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monitoring all responses for LGBT signifiers or protecting deeper loyalty to products offered by companies that have
themselves from hostile comments and actions. progressive policies towards LGBT employees. 6
2) By creating an LGBT-inclusive workplace culture,
organizations can eliminate differential turnover among Many organizations have a strong focus on corporate
LGBT employees and their allies and potentially decrease social responsibility and feel that helping to create a more
costs. As select organizations become leaders in creating LGBT-inclusive social culture is part of their responsibility as
LGBT-inclusive cultures, they are more apt to attract and premier employers. In addition, creating a level playing field
retain LGBT employees by providing them with career for all employees can be a strong way to frame an LGBT
advancement opportunities not available elsewhere. initiative.
Competing organizations may then lose valuable talent to
industry leaders. The rationale for LGBT inclusion needs to be repeated
3) Developing an LGBT-inclusive workplace can have a direct clearly and consistently throughout an LGBT initiative by
impact on financial performance by tapping into LGBT human resources, diversity practitioners, and organizational
markets and attracting new customers, building customer senior leadership. This keeps the organization’s stance on
loyalty, and keeping growth strategies robust and up-to- LGBT inclusion very clear. This will help reduce confusion
date. In addition, companies that promote LGBT inclusion employees might have about the need and relevance for the
can increase their ability to retain an LGBT consumer base. initiative and can, in turn, help minimize employee backlash.
Research consistently finds that LGBT consumers have a

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Diversity and Inclusion Practice The LGBT-inclusion initiative at Wachovia works primarily to
Lesbian, Gay, Bisexual, and Transgender (Lgbt) develop a culture where both LGBT and non-LGBT employees
Inclusion at Wachovia Corporation understand and are engaged in the initiative as part of a
long-term culture change strategy to support engagement
Wachovia Corporation is a diversified financial services and inclusion for all employees across all identity groups.
company that provides a broad range of retail banking, Wachovia has addressed this goal with a multi-pronged
brokerage asset and wealth management, and corporate strategy. First, it explicitly frames LGBT inclusion as a
and investment banking products and services. Wachovia discussion about identity, perspective, and the fair and
began its diversity program in 1994, focusing on three inclusive treatment of employees and clients. This framework
issues, race, gender, and sexual orientation, from early on. emphasizes that LGBT inclusion is not about behavior, but
Importantly, the CEO at the time, Ed Crutchfield, ensured about individual identity. In addition, the company articulates
that sexual orientation was a central aspect of the inclusion a strong business case for LGBT inclusion: it is vital to the
strategy. Wachovia introduced anti-discrimination policies business because LGBT individuals are part of the customer
protecting gay and lesbian employees in 1998 and domestic base. In order to create company-wide impact, Wachovia
partner benefits in 2001. In order to provide protection for works to educate employees on LGBT inclusion as one
transgender employees, protection on the basis of gender component of its overall diversity strategy. This creates a
identity was added in 2005. workplace where dialogue about diversity and inclusion is

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not only safe, but is expected. The business has developed a Set LGBT-Inclusive Policies and Benefits
comprehensive and robust training program for key managers Although some organizations extend anti-discrimination
that create a safe forum in which to explore issues related policies and health benefits to LGBT employees, these types
to race, gender, and sexual orientation. Wachovia has also of policies are not uniform within and across countries,
developed an LGBT Employee Network Group—the Gay and which makes it difficult for organizations to implement them
Lesbian Employee Association (GALEA)—that includes both consistently. In many countries, including the United States,
LGBT-identified employees and straight allies. neither anti-discrimination policies nor marriage benefits
protections exist at the federal level. 7
Many senior leaders at Wachovia are personally committed to
LGBT inclusion and reinforce the business case. For example, Providing equitable policies and benefits creates a
current CEO Ken Thompson attended the 2007 Human Rights level playing field for all employees and sets common
Campaign (HRC) Carolinas Dinner, making him the first F200 standards across locations. Research shows that
CEO ever to attend an HRC-sponsored fundraising event. This people are more engaged with and committed to an
leadership support and involvement helps to formalize both organization that has policies protecting LGBT employees.
funding and accountability for the network. In fact, enacting LGBT-inclusive policies has been shown
to decrease the instances of LGBT discrimination at work.8

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Organizations in the United States frequently use the Human LGBT Inclusion in Canada
Rights Campaign’s Corporate Equality Index to benchmark Canada has been a world leader in gay and lesbian
their LGBT-inclusion policies and programs. In this index,
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inclusion for more than 20 years. Since 1992, federal
organizations are evaluated on the basis of having: anti-discrimination laws have protected employees from
u A non-discrimination policy that includes sexual discrimination based on sexual orientation. In 2005,
orientation, gender identity, and/or gender expression. Canada became one of only a handful of countries in
u Company-provided domestic partner health insurance. the world to legalize same-sex marriage (others are the
u Company-supported LGBT employee resource groups or Netherlands, Belgium, Spain, and South Africa).10
a firm-wide diversity council that includes LGBT issues
(or would support an LGBT resource group with company
resources).

Ask the Expert (In this section, we answer commonly asked questions from Catalyst member companies on LGBT inclusion)

Question: Our organization is revamping our LGBT Answer: There are two main barriers to transgender
employee benefits, and we want to be inclusive of inclusion: 1) policies that do not cover transgender health
transgender employees. What should we do to support the needs and 2) a lack of awareness and education on
transgender community? what it means to be transgender and to transition at
work. By tackling these two issues, organizations can
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All Canadian citizens—regardless of employment status— inclusive workplaces because LGBT employees may still face
have health insurance that covers basic needs. Employees in overt and subtle forms of discrimination, such as homophobic
Canada may also be provided with additional health insurance comments and limited access to advancement opportunities.
coverage for other services. All employers that provide health Although same-sex marriage is legal in Canada, it does not
insurance benefits to the partners (married or unmarried) of mean that all Canadians endorse same-sex marriage or
employees must do so regardless of sexual orientation. LGBT inclusion at work. Finally, federal legislation regarding
transgender employees and gender identity in general is still
What Does This Mean for Gay and Lesbian Employees evolving.11
in Canada? In addition to legislative support from the
government, corporations also have a role to play in creating

minimize misunderstandings and tension that often arise Employers can also support transgender employees by
between transgender employees and coworkers. In fact, as covering health costs related to gender transition. Inclusive
of 2007, 25 percent of Fortune 500 companies protect their health policies traditionally cover leave benefits for medical
transgender employees by including gender identity in their appointments and procedures, hormone replacement therapy,
non-discrimination policies, up from only 1 percent in 2000.
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mental health counseling, sex-reassignment surgery, and other
medical expenses.13
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Some organizations choose to establish these policies on a u Bereavement leave for partner death.
country-by-country basis; many also roll them out globally. u Transgender benefits, including sexual reassignment surgery.

Benefits beyond these baseline policies include: It is important to note that the laws regarding LGBT
u LGBT-inclusive employee handbooks. individuals in some countries can be different for women and
u Relocation support for LGBT employees and their partners. men. For instance, it is illegal to identify as an LGBT man in
u Adoption assistance for same-sex couples. some parts of the world, but not as an LGBT woman.14 It is
u Access to parental support that is equal and free of stigma important for companies to research and consider how local
and discrimination (e.g., childcare). laws apply to LGBT women and men.

Ask the Expert

Question: Some regions of the world have federal anti- Answer: Unfortunately, LGBT employees in every region of
discrimination policies and partnership laws that protect gays the world still face challenges to inclusion and advancement.
and lesbians. Does this mean that LGBT employees in these LGBT-inclusion policies and anti-discrimination laws do not
regions do not face barriers at work and organizations do not automatically make the work environment accepting of
need an LGBT initiative in that region? LGBT coworkers. In addition to setting inclusive policies,
organizations need to educate employees on LGBT terms,

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Create a Taskforce forms of discrimination, such as exclusion from recruitment

Setting policies in an organization is a strong way to actively and career advancement opportunities.15 Some taskforces
support LGBT employees. Yet changing organizational culture conduct organizational assessments that target multiple
takes an informed action plan. A taskforce is a team of demographic groups. Experts can be employees from a
internal and external experts that builds core knowledge variety of areas including:
and creates a customized solution for change. Experts can u Human resources managers: They have core knowledge
take the pulse of LGBT inclusion at the organization and of organizational policies and often implement diversity
explore where the major barriers lie, whether they are overt programs.
forms of discrimination, like harassment, or more subtle u Diversity and inclusion practitioners: They can help build

and LGBT perspectives and experiences in order to change insurance to same-sex partners. Workplace anti-discrimination
attitudes toward LGBT inclusion. policies tackle these issues. Subtle discrimination is different
and includes such actions as not being invited to social
LGBT employees face both overt and subtle forms of events with coworkers or being passed over for development
discrimination at work, and this is why a dynamic LGBT initiative opportunities. Creating programs that educate employees and
is extremely important. Overt discrimination can include verbal reduce daily exclusionary behaviors can decrease these forms
harassment, violence, or the unwillingness to provide health of discrimination.
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the initiative into a broader diversity and inclusion u Engage both LGBT women and LGBT men on the taskforce
framework. to address the specific challenges employees experience
u Senior leadership: Leadership involvement helps strengthen by gender.16
and tie the initiative into overall organization strategy. u Engage external LGBT research and advocacy organizations
u Line managers: These employees help align the initiative by leveraging their expertise in building organizational
with overall business strategy. initiatives. LGBT organizations can be found in most
u LGBT employees: They provide perspectives on day- regions of the world. Although many community-based
to-day culture and climate for LGBT inclusion at the organizations do not focus on workplace issues, they can
organization. provide information about the unique overt and subtle
forms of discrimination that LGBT people face in that
Recognizing diversity within the LGBT community and region.17
addressing the unique needs of different groups within the u Engage an expert on transgender inclusion. The barriers
community is vital to the success of an initiative. By engaging transgender employees face are unique. Questions around
a diverse set of LGBT-identified and non-LGBT-identified terminology, transitioning at work, and how to include
experts, a more comprehensive initiative can be developed. sexual reassignment surgery in health benefits require
There are some additional points to consider when building new learnings. If possible, engage transgender employees
an LGBT-inclusion taskforce: throughout the course of the initiative.18

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u Engage a diverse set of LGBT employees, including LGBT Include an LGBT initiative in a broader diversity and inclusion
people of color and bisexual employees. Research shows framework as well as in the organization’s overall business
that among LGBT employees, people of color and white strategy. This way, the initiative can benefit from senior
people are equally likely to disclose their sexual orientation leadership support, formalized accountability mechanisms,
at work. Decisions to disclose, however, are influenced by and access to larger diversity and inclusion funding streams.
the racial/ethnic diversity of a person’s workgroup. 19 In addition, this facilitates the sharing of ideas and learnings
gained from other diversity initiatives, such as those for
Assessments from an LGBT taskforce can be extremely women or people of color.
valuable for the organization. They should be used to
inform both diversity and inclusion initiatives as well as Then, set both short- and long-term goals for the initiative.
sales and marketing teams that target LGBT consumers. These can include increasing the representation of LGBT-
identified employees at all levels in the organization, educating
How to Engage Employees with all employees on terminology to use when discussing LGBT
Programs That Address Their Needs inclusion and on the challenges that LGBT employees face at
By engaging all employees across the business, leaders work, and increasing the number of employees who attend
can coordinate efforts and build a strong LGBT initiative. LGBT-initiative activities. Make sure that these goals are
aligned with the organization’s broader diversity initiatives.

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Always recognize that the LGBT community is extremely u Use research and focus groups to explore the unique
diverse. Hence, inflexible LGBT initiatives may not address the barriers that LGBT employees face. This can help attract
needs of all members of the LGBT community. For example, and retain otherwise overlooked, highly skilled LGBT
some employees might decide to disclose their LGBT identity employees.
to some or all people at work, while others may never identify u Talk about the organization’s LGBT initiative during the
as LGBT in the workplace. Catalyst research shows that the recruitment process.
experiences of employees at work and the challenges to u Make LGBT initiative information available in multiple
advancement to leadership positions can change by such ways—on the public website, in presentations,
factors as gender, age, race, ethnicity, nationality, culture, and and in recruitment materials.
career stage. The same holds true for LGBT employees. A
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u Recognize diversity within the LGBT community.
strong, flexible LGBT-inclusion initiative engages employees u Examine the unique barriers of LGBT women and LGBT
across each of these groups. men at work.
u Explore the challenges that LGBT people of color face
The following actions will help organizations ensure their at work.
initiative has a broad, inclusive focus: u Engage employees who are LGBT-identified as well as
u Engage employees at all levels. LGBT employees who are not out at work.
u Create a work environment that recruits, retains, u Investigate local legislation, attitudes, and social and
develops, and advances LGBT employees at all levels of work customs regarding LGBT inclusion in all regions

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u Support everyone affected by LGBT inclusion. to improve work environments; helping with employee
u Set clear limits against inappropriate and discriminatory recruitment, development, and retention; focusing on external
behavior. business development; and strengthening client relationships
u Engage the entire employee base—anyone can be and communications.
a supervisor, coworker, or direct report of an LGBT
employee. Catalyst believes it is important that a comprehensive
u Create a workplace where LGBT allies feel comfortable diversity and inclusion framework includes an LGBT network.
supporting LGBT inclusion at work. Whether an organization has had an LGBT network for years
or it is starting to think about launching one, it is important
Build an LGBT Network to drive the network in the same way that other diversity
Business-aligned networks can be a strong resource for both networks have been developed.
the employer and the employee. Many workplaces have
formal affinity group programs: 57 percent of organizations Networks can be structured in different ways, depending on
who participated in the 2006 Catalyst Member Benchmarking the needs of the organization. LGBT networks often begin as
Report have a formal LGBT network group.21 Catalyst sees a grass-roots support networks. In these cases, as an organization
clear trend toward developing networks that are workplace- establishes an initiative, LGBT employees can request formal
sponsored and have business-focused mission statements. recognition of their network. These networks are often
Network business alignment includes advising on how developed within regional offices, but ultimately link back to

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organizational headquarters. They can also be headquarters- u Offer network activities that are inclusive of both LGBT
driven, fanning out to regions and offices. Consider the women and men.
following points when developing an LGBT network: u Develop ties with other networks and recognize that LGBT
u Create an overarching business rationale for all the employees may belong to other networks.
organization’s LGBT networks. u Address the barriers to LGBT recruitment, development,
u Align individual network goals with broader LGBT initiative retention, and advancement in network activities and
goals as well as with the organization’s overall network discussions.
strategy. u Develop network activities that engage allies of the LGBT
u Consistently communicate the rationale for having an community.
LGBT initiative in network information that is distributed u Provide a network structure that can protect the anonymity
across the organization. of LGBT employees not out at work. Organizations

Ask the Expert

Question: Women are not coming to our LGBT network Answer: Network events might not represent the best way
events. What can we do to increase women’s involvement for all LGBT employees to connect. You might want to hold
in these networks? different types of events in order to include both LGBT women
and men. For instance, host events at different times of the day
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can have anonymous email distribution lists, provide Diversity and Inclusion Practice
tiered membership structure so that employees can Lesbian, Gay, Bisexual, and Trans-Identified (LGBT)
choose how public they are about network participation, Inclusion at KPMG LLP Canada: pride@kpmg
and hold meetings off-site to help LGBT employees feel
more comfortable attending. KPMG LLP is the Canadian member firm of KPMG International,
u Create networks that understand and address local a global network of professional firms providing Audit, Tax,
cultural needs, whether across one country or across the and Advisory services. KPMG’s LGBT-inclusion initiative
world. works to create a fully inclusive workplace for all employees,
u Make sure that senior leaders are actively involved in the regardless of sexual orientation, gender identity, and/or
initiative and that a feedback loop informs these senior gender expression. The initiative began with a business case
leaders on current initiative activities. for LGBT inclusion and a strong firm-wide focus on corporate

so that people with different schedules can attend. Also, try to initiative leadership team. This way, organizations gain further
change the structure of events so that, for example, some are insights into the unique needs of LGBT women.
held as cocktail receptions, and others as breakfast or lunch
discussions. Encourage both women and men to join the LGBT
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social responsibility (CSR) in each of the regions in which it the needs of LGBT-identified employees, functioning as a formal
operates. In 2006, the Canadian National Diversity Council network, and providing informal mentoring opportunities. There
at KPMG added LGBT identity to its list of core aspects of are three tiers of membership in pride@kpmg:
diversity, which already included women and visible minorities. u Tier 1 members are public with their membership in the
To provide a network group for lesbian, gay, bisexual, and trans- network and are LGBT self-identified at work or allies of the
identified (LGBT) employees, KMPG launched pride@kpmg at network.
the same time. u Tier 2 members are not public with their membership in the
network. Although these members are actively involved in
The pride@kpmg network builds internal and external pride@kpmg activities, they are likely only selectively LGBT-
communities by acting as an informational resource to support identified at work.

Ask the Expert

Question: We are a U.S.-headquartered organization with Answer: First and foremost, it is important to recognize that
operations across the globe. Some of our LGBT employees LGBT efforts must encompass those who are not out in the
have been really excited about our LGBT efforts, but do not workplace, as well as those who are. To make sure all staff
feel that it is safe to join the LGBT network. What can we do feel supported, it is essential to have accessible and consistent
to support their needs? messaging. Senior leaders need to let all employees know

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u Tier 3 members are not public about their membership in the exclusive events, where pride@kpmg invites only LGBT-identified
network and are active in pride@kpmg on a limited scale. network members; this way, employees who have not publicly
Only the chair of pride@kpmg knows their names. disclosed their LGBT identity at work have the opportunity to
more comfortably participate in network activities; and 2) LGBT-
The innovative three-tiered construction of pride@kpmg enables inclusive events, where all employees, including both LGBT
LGBT-identified employees to participate in network activities at employees and allies, are invited. This provides an opportunity
a level that they are comfortable with. for interested non-LGBT employees as well as closeted LGBT
employees to participate in network activities.
Engaging allies is also extremely important to pride@kpmg.
Therefore, the network holds two types of events: 1) LGBT-

that the organization fully supports LGBT inclusion. LGBT repercussions. When taking an initiative global, always craft
initiative leaders can make initiative information available message points in a way that is culturally relevant to each
across the organization via company-wide intranet pages audience. Use appropriate local terminology and be sensitive
and email distribution lists, without the need for employees to unique needs.
to self-identify, so as to protect staff from any possible local

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Engage LGBT Allies Diversity and Inclusion Practice

Often unrecognized, the family and friends of LGBT individuals Lesbian, Gay, Bisexual, and Transgender Inclusion at
need just as much support as do LGBT employees. For Ernst & Young: bEYond
example, some people do not talk about an LGBT family
member or friend and must go through a difficult coming The overall goal of the Ernst & Young (E&Y) lesbian, gay,
out process when disclosing this information to others. It is bisexual, transgender, and allies (LGBTA) initiative is to lead
important to create a space where employees can openly the marketplace in attracting, motivating, and retaining the
express their support for LGBT inclusion without being very best employees. The initiative does this by creating a
immediately labeled as LGBT or harassed. High-impact workplace where LGBT employees and their allies can openly
initiatives consistently engage LGBT allies, strengthening express their support for LGBT inclusion. In 2003, E&Y officially
inclusion throughout the workplace. created the “bEYond network” to provide structured support
and network opportunities for LGBT employees and their allies.
The LGBTA initiative is based on the following core bEYond
activities:
u Actively Engaging Allies: Engaging allies is a vital piece of
the E&Y LGBTA initiative. LGBT allies can be: 1) non-LGBT
advocates for LGBT inclusion or 2) LGBT employees who

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have not yet self-identified as LGBT at work. All network department, who will support them by intervening, if
members can participate to support family, friends, and necessary, and educating both E&Y employees and clients.
coworkers who identify as LGBT. E&Y finds that often family There is also an anonymous call-in center, EY Assist, where
members need just as much support as LGBT employees. all employees can ask direct questions and gain advice. EY
For example, some parents do not talk about an LGBT child Assist has been the most utilized resource for transgender
or parent and must also go through a “coming out” if they employees who have questions about transitioning at work.
haven’t come to terms with their loved one’s LGBT status The firm makes sure that all LGBTA employees have access
previously. A few parents have come forward and thanked to this formalized support system in all client and employee
E&Y for helping them to see that it really doesn’t change interactions; LGBT employees know that someone will
the person, but it is just part of who we are. always listen to their questions, address their needs, and
u Creating an LGBTA-Supportive Structure: The bEYond help them navigate through difficult situations.
network strives to create a “safe space” where LGBTA
employees feel comfortable bringing their whole selves to
work, including their LGBT identities. If LGBTA employees
face awkward or discriminatory interactions, they can turn
to local office managing partners, the bEYond leadership
team, direct supervisors, and the human resources

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Build Awareness and Educate Employees of discrimination can be decreased, and LGBT employees
In order for senior leadership, supervisors, and the general can simply be more engaged and productive at work.
employee base to fully support an LGBT-inclusion initiative, Organizations can educate their employees in a variety of
they must understand the unique challenges that LGBT ways, such as:
employees face at work. Networks are an optimal resource u Listing LGBT inclusion as a core component of a broader
for gathering and disseminating this information. Leveraging diversity and inclusion initiative.
the expertise of LGBT employees and their allies, along with u Communicating the business case for LGBT inclusion to
inclusive policies, will help to build a more LGBT-inclusive employees so they can understand and articulate the
organization. Then, more LGBT employees might feel safe rationale and effectively tackle resistance.
disclosing their LGBT identity at work, overt and subtle forms u Integrating LGBT inclusion into diversity training.

Ask the Expert

Question: The LGBT initiative at our organization is strong unique in this regard. Backlash does not always have to be
and generally well received, but we have also encountered seen as a problem; addressing backlash is an opportunity
backlash from some employees. How can we effectively to raise awareness and educate employees. Counter the
manage this problem? backlash directly and consistently by explaining that any
diversity and inclusion initiative addresses the needs of
Answer: Generally, backlash shows up for every type of all employees, not of a selected group of employees. For
26 diversity and inclusion initiative; LGBT initiatives are not example, organizations rarely remove someone from a work
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u Hosting learning events for LGBT employees, such a brown development, senior leadership support, clear communication,
bag/lunch-and-learn session. and measurement and accountability is imperative.
u Sponsoring LGBT events in the community increases
visibility as an LGBT-inclusive workplace. Engage the Wider Community
Organizations are strongly tied to the communities in which
How to Create an Integrated Strategy they operate. Through recruiting and employing local talent,
and Add Practices That Sustain an interacting with other businesses, and supporting community-
Initiative based groups, organizations are in a position to act as leaders
LGBT inclusion should be driven in the same fashion as other and to set the standard for LGBT inclusion beyond their walls.
diversity and inclusion initiatives. The same level of rationale

team or client engagement because of their gender, race/ a high quality deliverable. Companies can also be straight-
ethnicity, nationality, or religion. This same standard should forward about having LGBT inclusion as an priority for their
hold for LGBT employees. organization. Talking about LGBT inclusion in public forums,
town halls, and team meetings helps decrease any stigma
Some organizations couch LGBT inclusion as a value-add for associated with the topic while making employees more
the business; particular LGBT individuals may hold skill sets comfortable articulating their support for LGBT inclusion.
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Furthermore, many organizations have adopted supplier In order to meet LGBT-supplier diversity goals, organizations
diversity initiatives with revenue goals; these help to provide can count revenue in different ways. For example, some
a percentage of business-to-business revenue to minority- companies keep track of LGBT business interactions through
owned organizations. Working with LGBT-owned and businesses that are majority-owned by LGBT individuals;
operated businesses is one way to accomplish this goal. The others count secured business deals with non-LGBT-owned
National Gay and Lesbian Chamber of Commerce (NGLCC) businesses if the point person conducting the business deal
is an organization in the United States that certifies LGBT- is an out, LGBT-identified employee. This strategy recognizes
owned businesses and helps connect them to corporate LGBT-inclusive organizations for their efforts and their ability
America. 22
to put LGBT employees in highly visible business positions.

Ask the Expert

Question: My company recently started a LGBT network. inclusion initiatives are based on a core value of respect for all
We have received emails from some employees who believe employees, not a select group of people.
that our support for the LGBT community goes against their
religious beliefs. What do we do? Religion is protected in many parts of the world. In contrast,
LGBT identity is not often protected. LGBT initiatives are
Answer: Most organizations have dealt with religious present in organizations because LGBT employees face
28 backlash for their LGBT initiative. Emphasize that diversity and consistent discrimination in the workplace. By starting an open
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Partnering with community organizations and charitable In addition, engaging in respectful and appropriate marketing
foundations that support the LGBT community is also a to the LGBT community is an important way to both increase
common way to engage the wider community. Providing revenue through LGBT efforts and to show support.23
donations and sponsoring events are other typical ways
that organizations publicly display support. Also, many Communicate the Initiative
organizations are visible in local LGBT pride events. They Effectively spreading the word that LGBT inclusion represents
provide sponsorship and set up information booths to attract a core element of the organization’s diversity and inclusion
consumers, recruit potential employees, and even develop efforts is key to initiative success. Frequent communication
potential business deals. also increases awareness of the initiative among employees
and can lead to increased participation of both LGBT and non-

dialogue based on education and respecting differences at In reality, you are not likely to change personal beliefs, but
work, initiative leaders can spotlight the similar perspectives you can change behavior. It is the responsibility of human
and goals for mutual respect and inclusion. Also recognize resources and senior leaders to hold employees accountable
that people of faith hold a wide range of perspectives on LGBT for a basic level of respect shown to their fellow coworkers by
inclusion at work. maintaining standards of behavior and firmly supporting the
organization’s commitment to diversity and inclusion.
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LGBT employees in the initiative. External communication Measure Progress and Set Accountability Mechanisms
helps attract and recruit LGBT candidates and further Measuring progress helps translate the initiative’s goals and
engages senior leaders. Effective communication about LGBT vision into tangible practices. Implementing accountability
initiatives can occur in a number of ways: systems helps to evaluate the effectiveness of an initiative
u Publicize LGBT network/initiative activities on the company and track progress towards goals. Yet organizations often
intranet. struggle with creating measurement and accountability
u Extend LGBT-inclusive language to the public website. plans for LGBT inclusion. Companies are reluctant to ask
u Get into external publications—talk about LGBT inclusion employees to self-identify as LGBT at work, and they are
and changing internal culture. unsure about what metrics to use. Also, some employees
u Run advertisements in major LGBT publications to show may not provide accurate responses to questions about their
support for the LGBT community. sexual orientation for fear of hindering career development
u Spotlight openly identified LGBT women and LGBT men and opportunities.
senior leaders. LGBT employees who see out and successful
people at more senior levels receive the very powerful More and more organizations are indeed asking employees
message that advancement is possible. to optionally self-identify as LGBT or non-LGBT on
culture/climate surveys. While new ways to measure
attitudes and perspectives are always being explored, here are
some ways to get started:

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u Include LGBT as a core aspect of the organization’s u Track the number of LGBT-related events hosted per year,
diversity. When senior leaders are visible and vocal about event attendance, and any client engagements traced back
LGBT inclusion, senior staff are driven to discuss LGBT to this outreach.
representation. u Count the number of awards received for LGBT-inclusion
u Have an executive sponsor to whom others are held activities. External recognition for LGBT-inclusion efforts
accountable for LGBT activities. can be a powerful way to measure progress.
u Include metrics that can be part of annual performance
reviews. Some organizations have added LGBT inclusion Expand an Lgbt Initiative Globally
as a core metric in managerial review processes. Although global issues related to LGBT inclusion are complex
u Maintain website statistics for the organization’s intranet and outside the scope of this report, Catalyst recognizes that
to discover the number of unique visitors; count the multinational operations are increasingly the norm for many
number of people on the LGBT initiative mailing list on organizations. This section presents our viewpoint and a
a regular basis to determine the breadth and depth of promising practice, which is a starting point for dialogue on
communication. this topic.
u Include optional demographic questions (if legal in the
region) in internal organizational culture/climate surveys Organizations that work globally and in different cultural
to measure the attitudes of self-identified LGBT employees. contexts need to address the unique needs of their LGBT
In addition, organizations should impose safeguards for employees in each of the regions in which they operate. LGBT
anonymity for employees. culture changes across the world; organizations should not 31
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try to impose the headquarters-specific culture onto different underground? Is there research that can be accessed to
regions. For example, in some parts of the world it might better understand the local LGBT culture?
still be unacceptable to discuss LGBT inclusion at work. How u Are there cultural/religious considerations to take into
does an organization strike a balance between supporting account? How can organizations respect faith while still
LGBT employees no matter where they are, while at the same supporting all employees?
time respecting local cultures? Here are some key points and u Changing language: The term LGBT (or GLBT) is frequently
critical questions to consider: used in a U.S. and Canadian context. Different language is
u Understand the different constructions of personal and used in other parts of the world. For example, in Western
professional life across cultures. What are the local Europe, initiatives are often called “gay and lesbian”
customs surrounding the disclosure of LGBT identity in or “homosexual.” These terms have different meanings
different contexts, including the workplace? based on cultural context. In some places, local language
u Understand the policies that affect LGBT individuals terminology might be the most appropriate to use.
in a region, such as sanctions against same-sex sexual u When thinking about developing an LGBT-inclusion
interaction and local interpretations of decency and initiative in different regions, connect with local LGBT
socially acceptable behavior. offices, community centers, and activity groups. These
u What is the cultural climate for LGBT inclusion in groups are experts on the local laws, cultural nuances, and
the region? Is it inclusive, overtly hostile, or possibly social status of LGBT individuals in that region. They have
a wealth of knowledge that an organization can tap.

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u Understand that LGBT identity differs across cultures. and lesbian employees in the financial services industry
Although it is important not to stereotype individuals in Japan.
within a culture, it is generally possible to identify in what
way societies are built around heteronormative social Lehman Brothers believes that all employees can work in
interactions, such as posturing, eye contact, and even the a way that allows them to be themselves and pursue their
way you sit and hold yourself. LGBT individuals can display own work style while also achieving maximum business
their LGBT identity through self-presentation, range and results. All employees—including senior managers—were
depth of topic knowledge, and interaction style. invited and encouraged to attend the LBGLN Asia launch.
More than 1,000 employees attended the event, and many
Diversity and Inclusion Practice have signed up to join the LBGLNA Asia distribution list.
Lehman Brothers Gay and Lesbian Network in Asia This list includes not only self-identified LGBT employees
in Asia, but also many employees who are interested
Lehman Brothers Gay and Lesbian Network (LBGLN) is an and supportive straight allies. Commitment from senior
important component of Lehman Brothers’ global diversity and leadership is vital to the success of any network, and
inclusion initiative designed to promote an inclusive culture Lehman Brothers’ senior management in Asia, Europe, and
for all employees. When it was launched in Tokyo in March the United States has consistently demonstrated support
2005, LBGLN Asia was the first workplace network for gay for LBGLN, which now operates in all three regions.

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LBGLN Asia strives to: In Summary

u Provide a community and career development network Developing an LGBT initiative within a broader diversity and
to LGBT employees. inclusion framework is essential to making core organizational
u Share information in the Lehman Brothers employee culture change. It is important to use a three-pronged strategy,
community—across business units, levels, and in which an organization lays the foundation, engages
functions—about LGBT issues. employees, and integrates the strategy with additional
u Deliver the entire firm to clients by embracing diversity in practices.
all lines of business.
u Establish Lehman externally as a leader in LGBT Also, any LGBT initiative must have a broad, inclusive focus
inclusion. that recognizes and speaks to an extremely diverse LGBT
u Contribute to an open atmosphere at Lehman Brothers in community. Organizations should engage employees at all
which LGBT employees are respected and valued. levels while also recognizing the diversity within the LGBT
community (e.g., LGBT women and men, LGBT employees
who are identified and not identified at work, LGBT employees
across cultures). Finally, organizations should support everyone
affected by LGBT inclusion, beginning with LGBT employees,
but extending well beyond, to supervisors, coworkers, and
direct reports of LGBT employees, as well as all LGBT allies.

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Endnotes “Tribunal Decision: A Further Sign on Road to Trans Recognition” (June 1,

2006). http://www.egale.ca/index.asp?lang=E&menu=34&item=1323
1
 atalyst, 2006 Catalyst Member Benchmarking Report (2006).
C 12 
Human Rights Campaign Foundation, The State of the Workplace for Gay,
2
The New York Times, Seeking Success on the Next Frontiers of Diversity (2006). Lesbian, Bisexual, and Transgender Americans: 2006-2007 (2007); and for a more
3
For a more in-depth discussion, see: Catalyst, Making Change: LGBT Inclusion in-depth explanation of transgender inclusion and gender identity, see: Catalyst,
Understanding the Challenges (2007). Making Change: LGBT Inclusion—Understanding the Challenges (2007).
4
For more information, see: Tom Geoghegan, “Gay Rights, Job Done?” 13
Human Rights Campaign Foundation, Transgender Issues in the Workplace: A
BBC News Magazine (April 30, 2007). http://news.bbc.co.uk/2/hi/uk_news/ Tool for Managers (2004).
magazine/6606941.stm; GLAD (Gay and Lesbian Advocates and Defenders), 14
For more information, see: Daniel Ottosson, “State-Sponsored Homophobia:
“Anti-LGBT Discrimination.” http://www.glad.org/rights/discrimination.shtml. A World Survey of Laws Prohibiting Same-Sex Activity Between Consenting
5
For in-depth explanation of the business case for LGBT inclusion, see: Catalyst, Adults,” International Gay and Lesbian Association (2007). http://www.igla.org
Making Change: LGBT Inclusion—Understanding the Challenges (2007). 15
For more information, see: Catalyst, Making Change: LGBT Inclusion—
6
Witeck-Combs and Harris Interactive, “National Survey Shows Gay-Specific Understanding the Challenges (2007).
Marketing Practices May Influence Brand Loyalty and Purchase Decisions of 16
The New York Times, Seeking Success on the Next Frontiers of Diversity (2006).
Gays, Lesbians and Bisexuals,” (February 4, 2005). http://www.harrisinteractive. 17
For additional information, see: in the United States, The Human Rights Campaign
com/news/printerfriend/index.asp?NewsID=889 (http://www.hrc.org); Out & Equal (http://outandequal.org); in the United
7
Catalyst, Making Change: LGBT Inclusion—Understanding the Challenges Kingdom, Stonewall (http://www.stonewall.org.uk); in Canada, Egale (http://
(2007). egale.ca); and in Europe, International Lesbian and Gay Organization (http://
8
Belle Rose Ragins and John M. Cornwell, “Pink Triangles: Antecedents and ilga-europe.org).
Consequences of Perceived Workplace Discrimination Against Gay and Lesbian 18
For more information on understanding transgender health, see: The World
Employees,” Journal of Applied Psychology, vol. 86, no. 6 (December 2001): Professional Association for Transgender Health, Inc. http://www.wpath.org.
p. 1244-1261; Belle Rose Ragins, “Sexual Orientation in the Workplace: The 19
Belle Rose Ragins, John M. Cornwell, and Janice S. Miller, “Heterosexism in the
Unique Work and Career Experiences of Gay, Lesbian and Bisexual Workers,” Workplace: Do Race and Gender Matter?” Group & Organization Management,
Research in Personnel and Human Resources Management, vol. 23 (2004): vol. 29, no. 3 (March 2003): p: 45-74.
p. 35-120. 20
For more information, see: Catalyst, Connections that Count: The Informal
9
For more information, see Human Rights Campaign Foundation, Corporate Networks of Women of Color in the United States (2006); Catalyst, Different
Equality Index: A Report Card on Gay, Lesbian, Bisexual, and Transgender Cultures, Similar Perceptions: Stereotyping of Western European Business
Equality in Corporate America (2006). Leaders (2006); Catalyst, The Next Generation: Today’s Professionals, Tomorrow’s
10
Human Rights Campaign Foundation, “Marriage/Relationship Recognition Leaders (2001).
Laws: International,” http://www.hrc.org/Template.cfm?Section=Get_Infor 21
Catalyst, 2006 Catalyst Member Benchmarking Report (2006).
med2&CONTENTID=26546&TEMPLATE=/TaggedPage/TaggedPageDisplay. 22
For more information, see: The National Gay and Lesbian Chamber of Commerce
cfm&TPLID=70 (NGLCC). http://www.nglcc.org/.
11
For more information, see “Gender Identity” in Canadian Human Rights Act 23
Human Rights Campaign Foundation, Corporate Equality Index: A Report Card
Review Panel, Promoting Equality: A New Vision (2000): p. 105. http://canada. on Gay, Lesbian, Bisexual, and Transgender Equality in Corporate America
justice.gc.ca/chra/en/chrareview_report_2000.pdf; and Gilles Marchildon, (2006).
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