Best Practice Report | Global LGBT+ mobility

Supporting your LGBT+ employees across challenging national and institutional contexts

Findings of mygwork’s Best Practice Breakfast at PwC

Organisations operating in Western nations have started to acknowledge the call for diversity and inclusion. The rise of the business case has propelled many organisations to appreciate that diversity and inclusion (D&I) are primary functions for business success, which consecutively meant D&I transcends corporate social responsibility. Many successful businesses now have D&I incorporated at the heart of its various strategies and operations. One of the driving forces behind this was the rise, and sequentially power, of Employee Resource Groups (ERGs). The power of groups and their link to productivity and workforce cohesion, formalised or otherwise, has been established and accepted in various studies that followed the Hawthorne Study in 1933, which sparked the human relations movement. One of the strengths of such groups is the alignment of values, which in turn helps organisations adopt practices that suit its workforce and help them achieve their goals and foster organisational and occupational loyalty.

Today, the ERGs play an integral role in empowering minority demographics e.g. Women, BAME and LGBT+ and to ensure that this representation is reflected in the overall organisational strategy and objectives. Since the passing of the UK’s Equality Act of 2010, strides have been made around LGBT+ inclusion in some organisations and industries that have been historically “hypermasculinised”. Nonetheless, many challenges still exist in the UK and fortunately, the call for equality is being transmitted via various institutions and is echoed in many fields.

But what happens when such calls are absent? When national institutions transmit anti-LGBT+ logics and regulative and normative laws? Furthermore, what is the global impact of homophobia from a social and economic perspective? Finally, why should organisations care and what is the LGBT+ global business case?

These were some of the questions we addressed in myGwork’s Best Practice Breakfast, which was held at PwC, London Tuesday the 27th of February, 2018.  We started our panel discussion by reminding our guests that LGBT+ persons still experience immense challenges that their peers in the UK do not.

We illustrated this by highlighting that:

• 72 states still criminalise being LGBT+
• 13 states currently apply the capital punishment (death) for LGBT+ persons
• 47 arrests of LGBT+ individuals and congregated groups were reported in 2017. The reported cases represent a small portion of the possible hundreds or thousands of unreported cases worldwide.
• Many more countries worldwide may not criminalise being LGBT+ but do not offer basic civil and employment rights to the LGBT+ community. Only 72 states currently extend the same basic employee rights to their LGBT+ citizens. 

Our panel consisted of various experts and diversity and inclusion champions who shared insights on their organisation’s current policies around LGBT+ mobility and overseas support. Some of the key themes that we discussed highlighted the role of Allies, LGBT+ Networks, Technology, HR practices and considerations of Cultural Nuances in adopting a holistic approach that compliments the multifaceted and complex nature of LGBT+ global mobility.

Allies Networks & Technology

“You can be an Ally anywhere in the world, so long as you understand that in doing so, you are celebrating people’s differences in all their forms, and promoting inclusion. When visiting new countries, it is important to understand and respect local customs and values, and to adapt your language accordingly when discussing people’s differences and sharing a message of inclusion.” Daniel Docherty, Bank of America Merrill Lynch

BAML’s Global LGBT+ Ally programme furnishes a great example on the role allies play in supporting LGBT+ employees in the UK and abroad. This programme has successfully engaged with over 20,000 allies globally. Sitting on the LGBT+ network committee, Daniel also highlighted the powerful tools BofAML utilises, such as its online portal to leverage its support to LGBT+ persons living in anti-LGBT+ contexts.

“From the early stages of our portal design, we ensured that all our LGBT employees and Allies around the world feel supported and part of a global community and are able to connect with like-minded colleagues. This is especially important in those locations that are more challenging from an LGBT perspective. Spanning multiple time-zones, we leverage technology to connect our members through a range of in-person and virtual education resources to ensure we are as inclusive and broad-reaching as possible.”

At PwC, similar tools are used to support LGBT+ global mobility. ‘Spark’ is PwC’s macro site, that was created featuring country guides for LGBT+ expats and local resources available for PwC’s LGBT+ employees operating in ant-LGBT+ countries. Leveraging online support is one-way organisations can communicate and support its employees.

“With our global clients, we recognise the challenges our LGBT people can face travelling and working overseas. So, we created a microsite providing the information and resources to help them prepare for travel overseas so that it is a safe and rewarding experience.  The site provides an overview of sexual orientation laws around the world, connects to our online cultural training tool and to external sources of guidance for LGBT travellers, with specific country and travel policy and immigration guidance and helps people make local connections by providing details of GLEE (Gay Lesbian and Everyone Else) groups around our global network. Although it was developed for UK staff it can be accessed globally.” Anne Hurst, PwC

Another tool PwC adopted to address the subject of LGBT+ security was incorporating LGBT+ security alerts as an additional category in PwC security travel alerts. These alerts are helpful in giving employees an idea of the various legislative and social challenges they may encounter on their assignments and how to prepare for their trips.

“The PwC Security Operations Centre provides support to all our PwC people travelling overseas. Information on specific locations that is given to all travellers now includes LGBT relevant information. They send out alerts in the case of security emergencies, checking staff are safe and providing assistance when needed. The Centre provides dedicated reassurance to LGBT travellers if they have any concerns travelling to a less permissive destination, which ranges from a regular check-in facility, a 24/7 contact number for just in case, or an app to trigger an SOS alert” Anne Hurst, PwC

This is particularly important as many LGBT+ employees may reject overseas assignments due to fears for their own safety and miss out on being promoted, or exclude them, from exciting career development opportunities linked to increased travel and exposure to global operation sites. Michael Shannon (Shannon Executive Search Ltd), has been on assignments in various challenging contexts and highlighted that despite the dangers, LGBT+ persons are averse to the idea of expatriation in such contexts. This is reassuring, as some organisations may refrain from offering these opportunities under the guise of safety concerns. He does, however, raise some critical points that LGBT+ expats should consider.

“I feel very strongly that any LGBT+ person should exercise ultimate caution when in any country that legislates against homosexuality. Crimes against LGBT+ persons in many emerging countries are rarely investigated properly by local police forces.  For example, gay white men can be top targets for bribery by conniving young men, who demand money or threaten to report the individual to the police.  Whereas action against expats is exceptionally rare, it does happen.  Countries like these are not the locations where one can genuinely be their authentic self”

HR Practices & Cultural Nuances

This indicates the eminent role organisations play in understanding these difficulties, their nuances and their impact on their LGBT+ expatriate community.  This further supports the call for a globalised model of D&I. Moreover, the importance of adopting LGBT+ inclusive HR strategies that are considerate of domestic challenges and cultural nuances. In addition to innovative ways to overcome these challenges without the fear of breaking local laws.

“I firmly believe that multi-nationals should take the brave and necessary move to hire inclusive leaders in their worldwide operations.  This is especially important in countries and regions where inclusivity, diversity and equality in not legislated for.  I fear that companies with strong inclusive and equality values, do not exercise this in regions where the legal system or culture do not promote this.  This does not mean that a company needs to break any laws or challenge any strong cultural issues.  They can promote equality and inclusivity by demonstrating these values in the workplace and also insisting that all employees are respectful of the company values” Michael Shannon, Shannon Executive Search Ltd

Cultural nuances are sometimes absent when addressing diversity and inclusion. In regards to LGBT+ support overseas, cultural nuances need to be understood in all organisational endeavours, especially regarding the centralisation/standardisation of LGBT+ inclusion and support. The LGBT+ community is truly intersectional and when addressing this community abroad, organisations need to analyse the regulative, normative and cognitive framework in which a specific country is embedded

“As companies expand diversity and inclusion agenda globally, it is important to understand that the LGBT+ community is not a homogenous one and that there are spoken or unspoken cultural and religious nuances that need to be considered. This process might seem daunting for companies, but in the long run it is cost effective and impactful. Knowing the language, the culture and the many other undertones will help companies prepare proactively. Unfortunately, companies have used these same listed issues as a barrier to promoting diversity in challenging settings” Bisi Alimi, Bisi Alimi Foundation

Bisi’s foundation works with various multinational or international businesses and calls for a domestication of D&I, particularly in regard to truly incorporating LGBT+ inclusion in subsidiaries and international branches and with their local business partners. In doing so, organisations can not only do the “right thing” but also avoid potential PR blows s that could harm the organisation and cast a shadow on all the great D&I initiatives they have in place back home.

“I know that a lot of companies operate the partnership business model in many countries, and that means the issue of diversity and inclusion becomes a local issue instead of a global issue. However, companies need to come to the realisation that the local partners are operating under the brand of the bigger company and any damage done at a local level will harm global business. A single PR disaster in Nigeria for a global brand will create a negative ripple effect for that organisation globally and there will be no room to explain the business model for anyone to understand and I think this is why D&I should never be compromised. Companies should never negotiate their brand for profit” Bisi Alimi, Bisi Alimi Foundation

Best Practice Breakfast Recommendations:

·      The key towards organisational success is the ability to foresee challenges and take a proactive approach in ensuring that these challenges will not hinder organisational performance but rather accelerate it when the right measures are in place. There is truth to the saying “an ounce of prevention is worth a pound of cure”.  Organisations, particularly international, MNCs or global, need to start adapting to the “uncomfortable”, particularly in countries deemed challenging in which they operate. They need to truly understand the level of isomorphic (institutional) pressure that individuals and organisations have to navigate and feed that back to their global HQs.  By adopting a bi-lateral approach to D&I, organisations can truly enhance their global compatibility and furnish an inclusive organisational culture.

·      Engage with your global allies as they are the key towards sustainable global LGBT+ mobility and inclusion policies. Create a safe space for allies to voice their concerns and appreciate that in some contexts, identifying as an LGBT+ ally can be just as difficult as being LGBT+. Facilitate a culture where allies can communicate and learn from the global LGBT+ community. They need to understand that the LGBT+ community is intersectional, complex and that LGBT+ persons may have varied experiences and challenges pertaining to their race, gender, ethnicity, ability or disability, immigration status, etc.

·      Organisations need to also take advantage of technological advances that can support the above but also aid in capturing much needed, often nuanced information about various countries in which they operate and the challenges that the LGBT+ community face. Online portals such as ‘Spark’ are a prime example of how technology helped us reach a silenced community. While organisations may be reluctant to adopt new technological solutions, due to costs, they could, instead, look at the existing IT systems and services and perform a simple upgrade (PwC Security Centre example).

·      Find new and innovative ways to reach out and attract the global LGBT+ community. For example, global diversity job boards and online networking communities such as myGwork would not only allow organisations to attract and identify LGBT+ talent in challenging contexts but provide a safe and external networking platform, where employees, mentors and others can discuss important issues around LGBT+ inclusion and support. By attracting LGBT+ talent in anti-LGBT+ contexts, employers are by default attracting an excluded minority that seeks to be included and is aligned with inclusive values.

·      Devise strong and globally enforced Equality, Diversity and Inclusion policies and codes of conduct and ensure that they are applied at a domestic level starting with hiring local talent that can uphold organisational inclusive values and act like ambassadors rather than gatekeepers.   To do this, organisations need to acknowledge regulative, normative and cognitive cultural factors that challenge LGBT+ inclusion in overseas locations. Laws (applied or not applied), tribal traditions, religious laws and traditions, education, class… are some of the things that need to be researched and understood to create sustainable LGBT+ global mobility and inclusion policies.

·      Diversity and inclusion are not a destination, but rather a journey of constant reflection of societal and organisational trends. We always need to think about and revise what we are doing at a micro or organisational level towards LGBT+ inclusion. We also need to analyse what is happening at the meso level i.e. what is our industry doing in regards to LGBT+ mobility and inclusion? Hence, peer learning and cooperating with other organisations are fundamental. Finally, a true understanding of the macro or national level logic, not only in the UK, US or the Western World but in all our international locations.

Below is a figure that summarises areas of consideration organisations need adopt in these three levels. 

Our Panel

Dr Aziz Alajaji joined myGwork in 2017 as the Business Development Director and D&I advisor to partner organisations. Aziz has a PhD in Leadership Development and Leadership Agency in multinational corporations. His thesis merged new-institutionalist theory with management theory to understand the role of institutions in leadership development in culturally challenging contexts for women and expats. Aziz Lived and worked in Saudi Arabia, Lebanon, France and the UK and is currently working with UK schools and Universities and their societies to highlight the importance of choosing inclusive employers with inclusive values and cultures.

Anne Hurst is a Senior Diversity and Inclusion Consultant at PwC, her work is supporting the business to build a culture where the diversity of people is valued and a recognised enabler of business and personal growth. In her current role, she focuses on inclusive leadership, sexual orientation and gender identity, diversity in recruitment, cultural awareness and predictive analytics and metrics.  She has over 20 years of HC experience in the banking and professional services sectors and her career has spanned working in the US and UK. She is currently based in London.

Michael Shannon is the Managing Director of Shannon Executive Search LTD, which is a Global Executive Search and Recruitment Consulting business. SES Ltd, conducts on-site Recruitment Process Management, Executive Search and consulting assignments in the Pharmaceutical, Telecommunications, Wifi and Technology sectors in Global Emerging Markets and across a very broad range of sectors in the UK, Continental Europe, Middle East, Asia and the USA. SES is currently working with GSK Pharmaceuticals in their Global Emerging Markets business. Michael Shannon is a key advocator of Diversity and Inclusion who has on the ground experience of the immense, almost impossible, challenges of LGBT communities in many countries.

Listed as one of 19 most important LGBT persons in UK 2015, and number 68 on the World Pride Power List 2017, Bisi Alimi is is the Founder and Director of Bisi Alimi Foundation. In 2004, he came out as a gay man on national television in Nigeria, making him the first ever Nigerian LGBT person to do so. Bisi serves on the board of Stonewall Housing, AllOut and None On Record. He consulted for the World Bank on the Economic Impact of Homophobia and served on the Bank advisory board on SOGI. He is a fellow of Salzburg Global LGBT Forum and New Voices at the Aspen Institute. His TEDx talk, “There should never be another Ibrahim” has been listed as one of the 14 most inspiring QUEER TEDtalks of all time.