Why Does Pride in the Workplace Matter?
Equality Group (EG)
Instilling value through Culture, Leadership and Inclusivity in the Finance, Technology and Social Impact sectors.
The month of Pride is coming to a close and many of us have seen our fair share of rainbow flags in our local stores, all across our social media, and in the marketing of many of our most well-loved brands. Pride is a significant moment to reflect on the many years of fighting and progress that have passed, but also look forward to how we can all improve and make the world feel safer for those in the LGBTQI+ community.
Earlier this month our CEO Sasha Graham reflected on the practical ways of making members of the community feel welcome and safe in the workplace. And for some, this might raise the question of why? Why does a work environment have to protect and accept the identities of the employees - work and personal life are separate, right? Wrong.?
With this week also representing international “Work Well-Being Week”, we need to acknowledge the ways that a workplace can and should contribute to one's well-being and sense of acceptance. A sense of acceptance and inclusion plays a role in the personal, social, and performance elements of the workplace, and should be prioritised when cultivating a positive work environment.
Personal
The personal experience of acceptance and satisfaction in a job is crucial for overall employee well-being. Research highlights that LGBTQ+ employees, particularly those who are transgender, face significant barriers in the workplace. Trans employees are twice as likely to hear sexist jokes about their gender and three times more likely to feel they cannot discuss their lives outside of work (McKinsey). This sense of isolation and "onlyness"—being the only person of a certain identity in a team or meeting—leads to increased stress and a higher likelihood of contemplating leaving their jobs. In fact, while 21% of cisgender employees frequently think about leaving their workplace, this figure rises to 32% for trans employees (McKinsey).
The presence of employee resource groups (ERGs) can mitigate these feelings of isolation by providing a sense of community and belonging. ERGs help broaden recruitment pipelines, offer mentorship, and build broader allyship within the organization (McKinsey). The support and acceptance from colleagues and leadership play a significant role in making LGBTQ+ employees feel valued and satisfied in their roles.
Social
The social dimension of workplace pride revolves around relatability, a sense of belonging, and support from colleagues and allies. Inclusive leadership is essential in fostering an environment where all employees feel seen and supported. Companies with diverse leadership teams not only achieve higher financial returns but also have more satisfied workforces and greater social impact (McKinsey).
Despite these benefits, many LGBTQ+ employees still experience microaggressions and discrimination at work. Nearly one-third of surveyed LGBTQ+ employees reported experiencing microaggressions, such as being interrupted or talked over, at the workplace (McKinsey). Furthermore, LGBTQ+ employees are 128% more likely to discuss discrimination and 51% more likely to discuss burnout in their reviews on Glassdoor compared to non-LGBTQ+ employees (Glassdoor). Over the past year, 8.1% of reviews by LGBTQ+ employees included burnout-related keywords (e.g., burnout, burned out, depressed, exhausted, fatigue, stress, overworked, swamped), compared to 5.4% of reviews by non-LGBTQ+ employees. Additionally, 1.5% of LGBTQ+ employee reviews mentioned discrimination-related keywords (e.g., discriminate, microaggressions, harassment, excluded, bigot, bias, prejudice), while only 0.6% of non-LGBTQ+ employee reviews included these terms (Glassdoor).
The gap in perceived allyship is also significant; while 90% of cisgender workers believe they would support trans colleagues, only 61% of trans workers feel they would receive such support (CIPD).
Creating a supportive environment involves active allyship from all employees. This includes inviting marginalized employees to meetings, changing routines to be more inclusive, and ensuring diverse voices are heard in decision-making processes. Role-modeling inclusive behaviour by leadership sends a strong signal of support throughout the organization (McKinsey).
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Performance
The performance benefits of an inclusive workplace are substantial. Companies that prioritize diversity and inclusion see higher profitability and success. Diverse leadership teams are linked to greater financial returns across industries and regions, as well as increased employee engagement and retention (McKinsey).
Employees who feel included and supported are more likely to bring their whole selves to work, leading to better performance and innovation. Conversely, workplaces that fail to foster an inclusive culture risk losing talent and facing higher turnover rates (McKinsey). This is further supported by research showing that LGBTQ+ women are more motivated to advance into senior leadership roles to serve as role models and have a positive impact. However, they are less likely to stay if they perceive a lack of support and inclusivity (McKinsey).
Moreover, inclusive workplaces contribute to better mental health outcomes for employees. Research shows that improving workplace factors, such as eliminating toxic behaviours and boosting inclusivity, is more predictive of employee well-being than providing access to resources alone (McKinsey). Companies need to move upstream to create environments that minimize acute mental health needs and foster a culture of compassion and support (McKinsey).
Conclusion
In conclusion, fostering pride in the workplace is not just about celebrating diversity during Pride Month but about creating a continuous culture of acceptance, support, and inclusion. By addressing the personal, social, and performance aspects of the workplace, companies can ensure that all employees feel valued and are able to contribute their best. This holistic approach not only benefits individuals but also drives organizational success and well-being.
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