IBM managers meet with gay employees to hear first-hand how difficult fitting in can be
“What did you do on the weekend?” It’s a simple question most managers ask their employees. It is part of a manager’s arsenal of tools to help to build a team atmosphere and show an interest in employees’ lives. But for the gay, lesbian, bisexual or transgender employees who may not be “out” to their bosses, it can be one of the hardest questions to answer.
Ensuring that the workplace is inclusive to all employees is an important part of fostering a productive team environment. As the workplace has evolved, the need to recognize diverse constituencies and their unique requirements in the workplace has become a priority for many human resources departments.
Diversity in the workplace strengthens a company. A diverse workplace can better retain and recruit talented employees, as well as help promote the company within various communities. At IBM, we have made it a mandate to create a welcoming environment for all people, regardless of race, colour, religion, gender, gender identity or expression, sexual orientation, national origin, disability or age. But how do we ensure employees are given the tools to make this happen?
One way IBM has helped to encourage an inclusive environment is to promote the creation of what we call “diversity network groups.” These groups are initiated by IBM employees who voluntarily come together to contribute to the success of our business by helping their members become more effective in the workplace. At IBM Canada, we have four diversity network groups: East Asian, South Asian, Black, and Gay, Lesbian, Bisexual, Transgender (GLBT). These network groups share information, provide coaching and mentoring, participate in community outreach activities, and plan and implement social, cultural and educational events. A terrific example of how these groups contribute to building an inclusive work environment is found in the recent activity of IBM’s GLBT Network Group.
The group has been active in Canada since the early 1990s. At first, its work involved advising the human resources department in establishing benefit rights for partners and creating a forum for sharing with fellow GLBT members. As the group evolved, it has taken on a larger mandate of community involvement. One of the most successful examples of this is the executive breakfast series hosted by members of the GLBT group.
The program is designed to educate IBM executives on the sensitivities of working with a member of the GLBT constituency who may not be “out” in the workplace. Since GLBT employees are less identifiable, the group felt it was important to be more visible and provide names and faces that can help drive home issues. The sessions are designed so participants can “walk in the shoes” of a GLBT member.
In the latest session, 22 senior executives had breakfast with members of IBM’s GLBT constituency to discuss ways to improve workplace climate. Members of the GLBT group shared personal stories that highlighted how an inclusive work environment can have a positive impact on the productivity of talented employees.
One member of the Global GLBT Executive Task Force shared a story illustrating the lost productivity, reduced team cohesion and decreased employee morale resulting from GLBT employees hiding their personal lives because they may not be comfortable being “out” in the workplace.
Take a simple question an employee might frequently encounter: “What did you do on the weekend?” In an inclusive environment, a GLBT employee can answer this question openly. A GLBT who’s still in the closet, on the other hand, may spend time and energy worrying about conversations and not on work tasks, appear evasive to co-workers and ultimately not feel comfortable with colleagues.
Executives were surprised when one member discussed how difficult it is for him to attend the breakfast without saying where he was going. By not being out to his own manager, the person had to be creative about the morning absence. This example helped drive home the importance for managers to develop an inclusive environment within their departments.
Another discussion focused on the impact of inappropriate remarks, when left unaddressed — not just on GLBT employees, but also on the children, family members, neighbours and friends of people who may be in the GLBT constituency. The same can be said of customers and business partners.
Feedback from the executives at the session was very positive. They said they found it enlightening to hear GLBT perspectives in a positive and sharing environment. Indeed, several executives saw in themselves actions that they had not, until the session, realized were unhelpful. For example, they realized that speaking to someone about an inappropriate comment “off-line” — privately, away from others — may actually result in more damage than calling an employee on the inappropriate actions immediately, thus demonstrating commitment to an inclusive workplace.
The IBM executives who attended the breakfast committed to five objectives to continue to drive an inclusive workplace. (See sidebar on Page 10.)
Since the breakfast, several of the senior executives who participated in the session have been hosting sessions with their own teams to help spread the message and further an inclusive environment within their teams. Ultimately, the goal at IBM Canada is for every employee to recognize the value of diversity in the workplace and to help create a safe and inclusive environment in which all employees can be themselves and contribute fully to the success of the business.
Susan Turner is director of diversity and workplace programs at IBM Canada Ltd. She can be reached at (905) 316-6114 or [email protected].
IBM’s 5 rules for being inclusive
These are important actions that everyone can take to ensure there is an inclusive and welcoming environment for gay, lesbian, bisexual and transgender (GLBT) employees:
•Create a climate that allows GLBT employees to be out if they choose. Talk about their lives with them like you would anyone else.
•Deal directly and immediately with inappropriate comments, humour and behaviour — practice zero tolerance.
•Be inclusive in one’s language (use “partner” when uncertain).
•Don’t assume everyone is straight — you will be wrong six to eight per cent of the time, according to statistics.
•Those who “get it” can help other team members to understand as well.
Ensuring that the workplace is inclusive to all employees is an important part of fostering a productive team environment. As the workplace has evolved, the need to recognize diverse constituencies and their unique requirements in the workplace has become a priority for many human resources departments.
Diversity in the workplace strengthens a company. A diverse workplace can better retain and recruit talented employees, as well as help promote the company within various communities. At IBM, we have made it a mandate to create a welcoming environment for all people, regardless of race, colour, religion, gender, gender identity or expression, sexual orientation, national origin, disability or age. But how do we ensure employees are given the tools to make this happen?
One way IBM has helped to encourage an inclusive environment is to promote the creation of what we call “diversity network groups.” These groups are initiated by IBM employees who voluntarily come together to contribute to the success of our business by helping their members become more effective in the workplace. At IBM Canada, we have four diversity network groups: East Asian, South Asian, Black, and Gay, Lesbian, Bisexual, Transgender (GLBT). These network groups share information, provide coaching and mentoring, participate in community outreach activities, and plan and implement social, cultural and educational events. A terrific example of how these groups contribute to building an inclusive work environment is found in the recent activity of IBM’s GLBT Network Group.
The group has been active in Canada since the early 1990s. At first, its work involved advising the human resources department in establishing benefit rights for partners and creating a forum for sharing with fellow GLBT members. As the group evolved, it has taken on a larger mandate of community involvement. One of the most successful examples of this is the executive breakfast series hosted by members of the GLBT group.
The program is designed to educate IBM executives on the sensitivities of working with a member of the GLBT constituency who may not be “out” in the workplace. Since GLBT employees are less identifiable, the group felt it was important to be more visible and provide names and faces that can help drive home issues. The sessions are designed so participants can “walk in the shoes” of a GLBT member.
In the latest session, 22 senior executives had breakfast with members of IBM’s GLBT constituency to discuss ways to improve workplace climate. Members of the GLBT group shared personal stories that highlighted how an inclusive work environment can have a positive impact on the productivity of talented employees.
One member of the Global GLBT Executive Task Force shared a story illustrating the lost productivity, reduced team cohesion and decreased employee morale resulting from GLBT employees hiding their personal lives because they may not be comfortable being “out” in the workplace.
Take a simple question an employee might frequently encounter: “What did you do on the weekend?” In an inclusive environment, a GLBT employee can answer this question openly. A GLBT who’s still in the closet, on the other hand, may spend time and energy worrying about conversations and not on work tasks, appear evasive to co-workers and ultimately not feel comfortable with colleagues.
Executives were surprised when one member discussed how difficult it is for him to attend the breakfast without saying where he was going. By not being out to his own manager, the person had to be creative about the morning absence. This example helped drive home the importance for managers to develop an inclusive environment within their departments.
Another discussion focused on the impact of inappropriate remarks, when left unaddressed — not just on GLBT employees, but also on the children, family members, neighbours and friends of people who may be in the GLBT constituency. The same can be said of customers and business partners.
Feedback from the executives at the session was very positive. They said they found it enlightening to hear GLBT perspectives in a positive and sharing environment. Indeed, several executives saw in themselves actions that they had not, until the session, realized were unhelpful. For example, they realized that speaking to someone about an inappropriate comment “off-line” — privately, away from others — may actually result in more damage than calling an employee on the inappropriate actions immediately, thus demonstrating commitment to an inclusive workplace.
The IBM executives who attended the breakfast committed to five objectives to continue to drive an inclusive workplace. (See sidebar on Page 10.)
Since the breakfast, several of the senior executives who participated in the session have been hosting sessions with their own teams to help spread the message and further an inclusive environment within their teams. Ultimately, the goal at IBM Canada is for every employee to recognize the value of diversity in the workplace and to help create a safe and inclusive environment in which all employees can be themselves and contribute fully to the success of the business.
Susan Turner is director of diversity and workplace programs at IBM Canada Ltd. She can be reached at (905) 316-6114 or [email protected].
IBM’s 5 rules for being inclusive
These are important actions that everyone can take to ensure there is an inclusive and welcoming environment for gay, lesbian, bisexual and transgender (GLBT) employees:
•Create a climate that allows GLBT employees to be out if they choose. Talk about their lives with them like you would anyone else.
•Deal directly and immediately with inappropriate comments, humour and behaviour — practice zero tolerance.
•Be inclusive in one’s language (use “partner” when uncertain).
•Don’t assume everyone is straight — you will be wrong six to eight per cent of the time, according to statistics.
•Those who “get it” can help other team members to understand as well.
