The choice to come out is personal and employees should feel supported regardless of how much of their identity they share at work. For LGBTQ+ employees, 'bringing your whole self' should be an option, not an expectation.
Read more: Four tips on LGBTQ+ inclusion from Stonewall London Workplace Conference
The reality is that discrimination towards LGBTQ+ employees remains common. A recent Trades Union Congress report revealed that half of LGBTQ+ employees have faced bullying, harassment or discrimination based on their sexual or gender identity over the past five years. So for many, not coming out – whether at work, with family or in public spaces – remains a safer and more valid choice.
Creating safe and supportive work environments
True inclusion means building spaces where employees feel comfortable, regardless of whether they are out publicly. Inclusivity and representation are essential, but the most welcoming and psychologically safe workplace is one where employees have the autonomy to decide how much of their identity to share.
Read more: How to best serve LGBT+ employees
So how can HR teams, managers and leaders create spaces that balance, celebrating and accepting LGBTQ+ identities while respecting privacy?
Create accessible, transparent and top-down policies
When LGBTQ+ employees think about coming out at work, they’re looking at more than just what’s said in public. They’re also looking at whether DEI policies explicitly include protections for LGBTQ+ staff (in addition to other minority groups), as well as whether there is representation at the senior level.
Transparent DEI policies can reduce the need for LGBTQ+ employees to inquire about protections directly too, an act that can feel exposing. Clear guidelines on protections, benefits and complaint mechanisms should be readily accessible on intranets or onboarding documents.
DEI initiatives often bring to light uncomfortable conversations. So it is important that employees who raise incidents are not ostracised or punished for speaking up.
Read more: LGBT+ community unsupported by employee benefits
In addition, offer intersectional mental health support and benefits, like access to trained, culturally competent therapists and mental health resources, support for transitioning employees and flexible parental leave policies that take diverse family structures into account.
Provide these resources discreetly
Educational tools that can be accessed privately are important, such as providing anonymous guides, online resources or signposting to relevant charities or helplines. For example, if you provide access to mental health apps, whether these apps are focused on LGBTQ+ identities, grief, disabilities or neurodivergence, make sure it is communicated that these can be redeemed anonymously, so employees don’t end up inadvertently disclosing information they don’t wish to.
In addition, if hosting panels, consider inviting external speakers rather than expecting staff to share personal stories publicly. Allow anonymous questions to protect identities and avoid recording events, as otherwise some people may feel uncomfortable to attend or ask questions.
If LGBTQ+ or DEI work is being done internally, compensate fairly. Too often, many employees are expected to carry the burden of driving inclusivity without recognition. This work is valuable, so treat it that way, be it through salary adjustments or paid time off for organising important events.
Encourage allyship by bringing everyone with you
Encourage active allyship at work. Too often, marginalised groups lead the majority of inclusivity initiatives, which adds to their workload. At the same time, it can also make allies feel like it is difficult for them to contribute productively.
Leaders need to be actively involved and visible in DEI. Training for HR, managers and senior leaders should be embedded into your organisation’s core development programmes: if DEI is siloed into a single team, it is more likely to lead to jaded employees who think their employer is just trying to tick a checkbox.
In short, information must be readily available, but discreetly accessible to respect privacy. Support should be loud and led from the top, setting the tone for inclusivity while allowing employee participation to remain voluntary. Policies need to be firm and enforced, with practices flexible enough to meet the different needs of LGBTQ+ employees, ensuring they feel safe, respected and empowered to make their own choices.
By Jaron Soh, co-founder and CEO at Voda
