Companies Are Failing TGNC Workers. How Can Leaders Help?

Lots of companies are doing a better job these days at making the workplace feel more inclusive for lesbian, gay, and bisexual workers. But a new BCG survey of 2,230 transgender and gender nonconforming (TGNC) people in eight countries reveals that a majority routinely experience both subtle and blatant forms of aggression, insensitivity, rudeness, and discrimination at work.??

Addressing these strong feelings of alienation is critical, and not just for the fundamental reason that every employee deserves to feel safe and secure in their own skin. Research by BCG has shown that inclusive workplaces are more productive and innovative, have more ambitious employees, and boast lower rates of attrition. And TGNC employees are a growing force that need to be considered in inclusion efforts. The Pew Research Center has found that 1.6% of US adults identify as transgender or nonbinary. That share rises to 5.1% among adults under 30.?

A Gulf Between TGNC Employees and Management?

According to BCG’s survey, the results of which were originally reported in Harvard Business Review, about 60% of TGNC employees had ten or more negative work experiences last year related to their gender identity or expression. In addition, the survey tells us that TGNC employees feel they have few role models and limited places to turn for support.??

In fact, one of the most consistent findings across the eight countries included in the survey is that TGNC employees are uncomfortable being out to their HR and benefits teams. In most countries, they feel the same way toward their direct manager, with Australia, France, and Germany the exceptions.?

In other words, companies are failing their trans employees, and the consequences are significant. The survey asked if employees had ever chosen not to apply for a job, dropped out of the recruiting process, declined a job offer, or left a job because of a company’s lack of TGNC culture or policies. Here's what we learned:?

But this situation can be fixed. Organizations that are committed to their diversity, equity, and inclusion agendas can make the necessary changes so that TGNC employees feel respected in the workplace. Doing so will take commitment from boards and C-suites as well as HR departments and direct managers, all of whom have distinct roles to play.?

Building TGNC Inclusion??

Business leaders can play an important role in helping TGNC people live free of discrimination, harassment, and insensitivity. They may not be able to change the underlying beliefs of their employees, but they can change expectations of behavior, particularly with regards to how employees treat TGNC colleagues. Here’s a sampling of what three different sets of stakeholders can do to make a difference.?

• Boards and C-Suites. The C-suite should be made up of outspoken advocates and allies who routinely meet with TGNC employees and hear their concerns. This commitment needs to be part of the C-suite’s overall accountability for achieving diversity, equity, and inclusion goals and for identifying and promoting high-potential employees from diverse backgrounds. Top executives should be encouraging the creation of pipelines of diverse talent, including among TGNC employees, to move up in the organization.??
• HR Staffs. HR systems should recognize nonbinary gender options and make sure it’s easy to change names on official documents. Gender-neutral bathrooms should be available, and there should be no gendered dress code. It’s also critical to review the health benefits and policies aimed at the LGBTQ+ community: gender-affirming medical care, specialized mental health coverage, and equitable parental leave are all important.?TGNC sensitivity training is also key, so employees learn to respect pronouns, recognize unconscious bias, and gain the tools needed to step in and mitigate potentially harmful situations.??
• Direct Managers. Managers can be frontline advocates for inclusion, but many employees are reluctant to come out to them because they fear it will affect their reviews or promotion opportunities. It’s important for managers to promote and ensure a culture within their teams that does not allow for any potential biases. They should create safe one-on-one spaces with team members to understand everyone’s specific needs and respond constructively.?

According to the survey, TGNC employees who are out at work feel more authentic (81%), professional (70%), and innovative (70%) than those who are not. As one 29-year-old transgender woman in the US said, “I am so much better at my job now. I’m more confident. I’m a better manager and a better leader.” Creating an inclusive workplace for TGNC employees should be a critical component of any company’s DEI efforts. Employers and employees alike will thrive.?

More of Our Top Reads on Diversity, Equity, and Inclusion:?

Companies Are Failing Trans Employees?

Building an Inclusive Work Culture for LGBTQ+ Employees from Day One?

Why the First Year Matters for LGBTQ+ Employees?

A New LGBTQ Workforce Has Arrived—Inclusive Cultures Must Follow?

Inclusion Isn’t Just Nice. It’s Necessary.??

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