Improving the Well-Being of GLBT Persons in the Workplace
There are many simple, effective, and inexpensive ways to foster a healthy work environment that is free of conflict and homophobia.
Respect diversity
A GLBT employee was asked to describe his idea of the best possible work environment. His answer: "The ideal work environment for GLBT persons is the ideal environment for all employees. A place where respect for diversity is not just a nice-sounding motto, but a value that is put into practice on a daily basis. A place where managers and employees all refuse to accept intolerance."
Putting respect into practice
- Do not tell inappropriate jokes about GLBT persons or use pejorative expressions when referring to them.
- If the regular practice of an organization is to send employees a message highlighting events like International Women's Day or National Aboriginal Day, send a similar message to mark annual Gay Pride celebrations in your area. (Dates for these events vary from one city to another.)
- In training or information sessions for employees or managers, use concrete examples of situations that pertain to GLBT persons (e.g., in a pre-retirement course, when addressing legal issues related to financial matters of opposite-sex couples, discuss those that apply to same-sex couples, as well).
- When inviting "spouses" to social activities, use the term "partners" instead--a more inclusive and non-gender-specific term, which includes same-sex couples.
- When a transgendered person is presenting as a female, remember to refer to her using feminine terms (she, her, hers). When a person is presenting as a male, use masculine references (he, him, his). If you are uncertain, use the person's first name.
Come out at work
In a healthy workplace where diversity is respected, one way for GLBT employees to improve their well-being is to reveal their sexual orientation or gender identity to their colleagues. Many people who have stopped making the constant effort required to hide their sexual orientation or gender identity say they are less stressed and more comfortable at work and feel more a part of their team. However, coming out has sometimes proven to be a negative experience. It is up to each individual to decide when to come out, according to the particular situation and the person's own comfort level.
" Coming out of the closet" is not a one-time experience, either at work or elsewhere. It is an ongoing process that one goes through over and over again. At work, alone, there are numerous situations in which GLBT persons must choose whether or not to come out. Here are a few examples:
- When providing the name of an emergency contact person, GLBT persons must "come out" if they wish to give their partner's name and are asked the nature of their relationship.
- When required to attend the funeral of a member of their partner's family, GLBT persons must "come out" if they want to request bereavement leave rather than vacation leave.
- When they begin the process of changing their name and sex on official employment-related forms, transgendered persons must "come out" to human resources personnel.
- If GLBT persons wish to include their accomplishments in the GLBT community among the volunteer activities listed on their CV, they must "come out" to prospective employers.
Coming out
" Coming out of the closet"--or, most commonly, just "coming out"--means no longer keeping one's sexual orientation or gender identity a secret from one or more persons, e.g., friends, family members, colleagues.
Some examples of positive coming out experiences, as told by GLBT employees:
- I began by coming out to a few colleagues whom I trusted and it went well. Right away, I felt more relaxed at work and I put a photo of my partner on my desk.
- One day, a colleague who was commenting on a news article about gay rights told me she had never met a single lesbian.I laughingly told her that she need look no further. This led to an open and honest discussion that she said she really appreciated.
- When I decided to finalize my male-to-female transition, I discussed it with my supervisors and together we agreed on a plan of action. We held an information session on transgenderism and it went quite well. Now that my colleagues are better informed, our professional relationship has improved.
GLBT employees who are considering coming out at work can contact the GLBT Pride@PCH and Parks Canada group for advice and support.
Remember that you should never reveal a GLBT person's sexual orientation or gender identity without his or her permission. Sharing this kind of personal information about someone shows a lack of respect and might, in some cases, create problems and even be considered a form of harassment.
Respecting GLBT individuals' choice to come out
- Don't try to persuade someone you think is GLBT to talk about it. People need to come out when it feels right for them. Wait for them to discuss it when they are ready, and respect their decision to not discuss it at all.
- If a GLBT person talks to you about his/her sexual orientation or gender identity in confidence, don't mention it to others without her/his consent.
- Don't gossip about a GLBT person's sexual orientation or gender identity. This can seriously damage a positive work atmosphere and could marginalize the person who is the subject of the gossip.
Know your rights and responsibilities
Familiarizing yourself with everyone's rights and responsibilities in the workplace is one way to help ensure the fair treatment of all employees--including GLBT employees.
Keep in mind that all employees, regardless of their sexual orientation or gender identity, have the right to be treated with respect and dignity, and the responsibility to treat their colleagues in the same way. The primary duty of all those employed by the federal public service is to fulfil the particular requirements of their position. They must make use of Government information responsibly and in good faith, in conformance with their obligation of loyalty, and comply with the regulations and policies governing their conditions of employment, in particular the Values and Ethics Code for the Public Service.
As a result of a 1996 decision by the Human Rights Tribunal, federal government employees living with same-sex partners now enjoy the same benefits as employees living with opposite-sex partners. These provisions apply to all GLBT employees, including members of management and those who are not covered by collective agreements.
All employees who have been living with a same-sex partner for at least a year are entitled to family responsibility and spouse relocation leave, as well as bereavement leave, just like non-GLBT common-law spouses and married persons.
Under the directives of the Treasury Board and Parks Canada Agency's collective agreement, marriage leave must be granted to employees regardless of their sexual orientation. In provinces where same-sex marriage is not an option, the Treasury Board stipulates that leave may be granted to participate in a public commitment ceremony. It is recommended that employees check the applicable leave codes with a human resources specialist. It should be noted that in cases of marriage leave, the employer has the right to request proof in the form of a marriage certificate, a solemn declaration, or a declaration under oath attesting to a public commitment ceremony.
Regarding public service dental and health care plans, employees who have been living with their partner for at least one year and who wish to convert their "single employee" coverage to "family" protection to cover their partner may request the change from their pay and benefits advisor.
Survivor benefits are now granted to same-sex partners of participants in the Public Service Superannuation Plan who died on or after September 14, 1999.
All GLBT employees who live with their partner are strongly advised to make arrangements with their pay and benefits advisor to have their beneficiary's name listed in their personnel file.
Conflict is part of life in any organization or workplace, and can be used to bring about positive change. However, we often avoid conflicts rather than resolving them constructively. This can make the situation even worse, and contribute to a negative work environment.
Whenever a conflict arises that affects us, no matter who we are and no matter what our occupational level is, we should attempt to resolve it informally as quickly as possible. However, when a difficult situation develops into a major conflict or harassment, it is the employer's responsibility to examine the situation and take the necessary corrective measures to restore a healthy work environment.
It's not easy for anyone to report improper conduct, object to offensive jokes, or demand respect from colleagues in the workplace. It takes courage and determination. And it can be particularly difficult for GLBT employees, who must, at the same time, reveal their sexual orientation or gender identity if the conflict centres on discrimination or homophobia.
Harassment
Harassment is the extreme in a continuum of conflict between people. It is defined as:
- Improper conduct by an individual that is directed at, and offensive to another person or persons in the workplace, and which the individual knew or ought reasonably to have known would cause offence or harm.
- It comprises any objectionable act, comment or display that demeans, belittles or causes personal humiliation or embarrassment, and any act of intimidation or threat.
- It includes harassment within the meaning of the Canadian Human Rights Act.
Harassment also includes sexual harassment and abuse of authority.
Discrimination
Workplace discrimination means treating employees inequitably in hiring or in changing the conditions of employment on various grounds, particularly those referred to in the Canadian Human Rights Act--race, national and ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family situation, disability, or conviction for which a pardon has been granted.
Politely letting colleagues know that their behaviour is unacceptable is often a simple and effective way to prevent a disagreement from developing into a more serious conflict. This also gives them a chance to recognize their mistake and change their behaviour. You can easily point out--over a cup of coffee, perhaps even somewhat humourously--how important it is to respect one another at work. It can help make your work environment healthier and more open.
If, however, the informal approach doesn't work, you should feel free to ask for help and address the appropriate people so that corrective measures can be taken.
Even before a work conflict arises or becomes serious, all employees and managers should familiarize themselves with the Treasury Board's harassment policy (http://publiservice.gc.ca/hr/policy_e.html) and any other relevant internal policies. These policies do not simply describe the disciplinary measures to be taken in cases of conflict; they also explain employees' and managers' rights and responsibilities. You might also wish to familiarize yourself with the Canadian Human Rights Act (http://www.chrc-ccdp.ca), which specifically prohibits discrimination on the basis of sex and sexual orientation.
Preventing conflict and harassment in the workplace
- Be sensitive to what might offend other people.
- Apologize if you think you may have offended someone and then change your behaviour.
- Don't be afraid to say something if you are offended by certain remarks or behaviour, or if you witness someone being treated in an inappropriate way.
- Inform your manager of any workplace conflicts that come to your attention. If this doesn't work, or if you are unable to speak directly with the person who has acted inappropriately, the following resources may be of help:
- your supervisor, who is responsible for maintaining a healthy work environment
- your union representative, if you are a member
- your human resources or staff relations representative
- the Ombudsman at Canadian Heritage
- the Employee Assistance Program
- the federal Centre for Workplace Conflict Management
- If you are a manager, remember that you are ultimately responsible for the actions of employees under your supervision; it is your duty to foster a conflict- and harassment-free atmosphere.
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