Very interesting article in the current edition of The Economist around the engagement of gay employees. The piece focuses on some research from the Center for Work-Life Policy which suggests 47% of gays who have come out in the workplace feel ‘very trusting’ of their employers, in contrast to just 21% who have not. More tellingly, 52% of those who remained in the closet felt their careers had stalled, in comparison to 36% of those comfortable with their sexuality in the workplace.
Perhaps no surprise then that (gay) employees who feel they can be truly themselves at work are getting more out of their careers than those who feel they have to conceal a core part of their essence whilst in the workplace.
This, for TMP, is a key learning in terms of the application of a great employer brand. When an organisation gets this right, the engagement and alignment created from the internal application and implementation of an exceptional employer brand should avoid the necessity of any employee having to conceal core parts of their identity in the workplace. They should freely grasp that, whatever the nature of their individual make up, the contribution they make is valued and that this contribution is playing a key role in driving organisational objectives.
Similarly, from an external perspective, an inclusive value proposition should promote a sense of aspiration and authenticity to all audiences regardless of gender, age, ethnicity, disability or, indeed, sexuality. If gays, women, BMEs, the old, etc, don’t feel aligned to your attraction based value proposition, you are excluding significant talent pools from your resourcing efforts. Similarly, both customers and colleagues now expect to see real diversity reflected in the workplace. And this is a resourcing promise that has to be delivered in the workplace – there is next to no point in promoting an inclusive workplace and then setting up internal barriers to certain demographic groups.
In a sense perhaps the greatest surprise about the article is the need for it in the first place. Surely, few workplaces would tolerate anything but an open and inclusive culture. Maybe, maybe not. It was not so long ago that Lord Browne left the helm of BP in haste after his private life became public and only last year being outed in the US Army meant the end of your career. The recent furore in English football around allegations of racism also hint at another inconvenient truth – the last gay footballer in the UK to come out publically, Justin Fashanu, died in 1990. Just as football will be missing out on gay talent so too will employers perceived as similarly uninclusive.
Finally, although all of us probably feel we work for an organisation where sexuality is of no consequence, it’s worth pointing out that nearly 50% of those gay professionals who contributed to this fascinating piece of research remain in the closet.
Your employer brand should be opening those closet doors and adding to your talent pools, rather than locking out sizeable recruitment audiences.
Getting to the heart of your employee mindset 
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