What ‘walking the walk’ looks like when championing workplace diversity

A lot of surface-level support exists when it comes to championing diversity in the workplace – authenticity is thus essential when designing workplace initiatives.

Being an organisation that champions diversity is a notion that a number of Aussie companies have claimed to be striving for. But what does this process look like?

HR Leader reached out to the chair of The Aurora Group, Sam Turner, about their thoughts on what championing diversity, especially about the LGBTI community, really looks like in the modern-day workplace.

“I think it is easy to fall into the myth of thinking that post-marriage equality, that LGBTIQ+ Australians are doing OK, when we know that compared to non-LGBTIQ+ Australians, the health and mental health of our community is in far worse shape,” Turner said.

“Very few LGBTIQ+ people hold positions of power or decision making, and with only a handful of role models, it does make coming out in the workplace harder for many. Whilst some organisations and workplaces might have great inclusive cultures, we know that is not the case for all, and some sectors/industries can be more challenging than others.

“Trans and gender-diverse people and women are far less likely to come out than their male colleagues, and until we have safe and inclusive workplaces for all, there is work to do.”

Turner explained that LGBTI workers who are reinforced by their employers that they can be themselves in the workplace will oftentimes be much more productive and innovative.

“LGBTIQ+ workers who feel included and safe to be themselves at work will be far more productive and innovative, provide better client/customer service, be more likely to stay with their employer, and most importantly, be happier and more satisfied in their job if they can be out at work,” Turner said.

The onus for fostering an environment that is authentically inclusive towards LGBTI workers falls upon leaders. Education and constant self-accountability are pillars that leaders should lean on to achieve an inclusive workplace.

“Educate yourself on diverse perspectives, especially if you lead/manage a team or have an influential role. Understanding the diversity within rainbow communities is an essential component of being a great ally,” Turner said.

“In this vein, annual days like Give OUT Day present important opportunities for people to increase their understanding of the intersectional nature of the LGBTQIA+ community by donating to issues that are close to their hearts.

“Ask your LGBTIQ+ colleagues if they feel included and supported and what you can do more or less to support them in the workplace.”

Turner explained what allyship should really look like in the workplace.

“Allyship is so much more than attending the morning teas and celebrating pride month (although it’s still important to show up to those!); it is about advocating for people when they may not have a voice, uplifting and empowering LGBTIQ+ employees, being an upstander when you hear or see discrimination or non-inclusive behaviour, and adopting a learner mindset,” Turner said.

Turner concluded the discussion by offering some self-reflection practices that can assist workers and leaders alike in championing diversity inside and outside the workplace.

“What are the stories and narratives you share with your children, friends, relatives? Allyship is important inside the workplace but equally as important outside. How are we shaping the next generation of employers and leaders to be more inclusive (spoiler – they already are!)?” Turner said.

“Where do you volunteer your time, and could part of that be directed towards the LGBTIQ+ community? Most importantly, how do you stand up for discriminatory or non-exclusive behaviour when and where you see it and hear it? How do you build your networks and friendship circles to be diverse and learn about people, cultures and humans who are not like you?”