By Veronica Figueroa Fernandez, PRSA Diversity & Inclusion Committee

Inclusive marketing has become a consumer expectation. And when companies, such as MAC Cosmetics, Levi Strauss & Co., and many others, have inclusive practices embedded into the fabric of their business, are proud to be a part of the progress toward equality, and are forces of change within the community, they will attract the right talent to deliver their brand message in an authentic way, fortify brand relevancy and drive sales.

“The best LGBTQ marketing or public relations campaign your brand can push is the authentic joy your employees feel while contributing their best selves at work,” said Yolanda Londono. Prior to retiring, London served as Tupperware’s former vice president of global responsibility.

Earlier this year, Londono spoke at the U.S. Chamber of Commerce Foundation’s Inclusion Incorporated Florida Regional Forum, an event created for businesses and partners to realize the full benefits of fostering LGBTQ inclusion.

Numerous studies have shown the positive impact of LGBTQ-inclusive practices on a company’s bottom line and its ability to attract and retain talent. To put it simply, diverse teams deliver superior results. Diversity is essential in marketing, but without an inclusive workplace culture, your message will seem inauthentic.

These days, consumers are looking for inclusion beyond rainbow logos and seasonal campaigns. They’re holding companies responsible for their hiring practices because they are looking to support companies that support its LGBTQ employees.

But despite significant progress, nearly 50% of LGBTQ workers nationwide remain closeted on the job, according to the Human Rights Campaign Foundation’s, A Workplace Divided: Understanding the Climate for LGBTQ Workers Nationwide. The report also shared 31% of LGBTQ employees said they have felt unhappy or depressed at work, with many not reporting incidents because they did not think anything would be done to address it.

What efforts can companies take in order to create an LGBTQ-inclusive environment in the workplace?

Integrate diversity training programs depicting realistic scenarios, including those issues reflecting the LGBTQ community, to directly impact office behavior. These programs can be integrated into already existing diversity and inclusion programs and help build inclusivity from the core.

Create and enforce inclusive policies, and establish procedures for dealing with employees who violate your policies.

Ensure your employee benefits, such as health insurance or life insurance, does not exclude your LGBTQ employees.

Develop gender-transition resources and guidelines for your company’s transgender and gender non-conforming employees.

Become involved in the community by supporting or sponsoring local events, such as Pride parades and festivals, or participating in Spirit Day, an annual awareness day created as a sign of support for LGBTQ youth and to speak out against bullying.

The U.S. CHAMBER OF COMMERCE FOUNDATION is dedicated to strengthening America’s long-term competitiveness. We educate the public on the conditions necessary for businesses and communities to thrive, how business positively impacts communities, and emerging issues and creative solutions that will shape the future.

PRSA Orlando’s Diversity and Inclusion Committee attended the program to be able to share key takeaways with chapter members, and learn how to incorporate Londono’s advice within the public relations industry.

By Alyssa Badalamenti, PRSA Diversity and Inclusion Chair

“If enhancing diversity and inclusion is not for the right thing, then do it for the business case,” said Deloria Nelson, President of Authentic Culture & Engagement Solutions.

Nelson consults with Fortune 500 companies on how to better their diversity and inclusion goals by developing customized workforce solutions for their teams. She likes to give company leaders the business case for why engaging diversity and inclusion matters—not just for people, but also for bolstering the company’s productivity, performance, and bottom line.

Once an executive team understands the business case, the Human Resources department typically takes the reins. But it takes more than implementing a new hiring policy to become a company with an inclusive culture.

“Diversity and inclusion in the workplace should be business-driven and integrated in the business culture, not just a standalone HR initiative,” Nelson said. “CEO support and transparency are critical to creating longevity and stickiness in company culture because it drives accountability and credibility.”

Nelson recently spoke to members of the Florida Diversity Council at its May program, sharing plenty of statistics and examples of how engaging in these practices will keep your company at pace with evolving needs for better workplace practices.

“We are living in a political era in which more companies are determining that they need to improve their diversity and inclusion efforts,” she explained. “But it is not political; it is a people thing.”

Nelson says it’s okay to be vulnerable when making decisions in diversity and inclusion engagement, as long you’re sincerely trying.

“Just be willing to take the risk—even if you make missteps along the way,” she advised.

She does, of course, recommend some important guidelines. Keep in mind this advice when evaluating your organization’s diversity and inclusion efforts.

 

Be aware of unconscious bias

Write objective skill sets in job postings and take a deep look at your words, phrases, and sentences that may be biased. Ensure there is a diverse slate of candidates interviewed by a diverse hiring panel. Diversity officers at the company are great, but how can one person define diversity and inclusion? Look at your leaders, too. Notice that representation is typically minimized as you move up in leadership positions. Be sure to give adequate support, tools, and resources equally for deserving individuals to progress at the company.

 

Be careful with “culture fit”

What does your office culture really mean? In our minds, we struggle with reconciling a new image of an old position. Be careful with “culture fit”—culture should evolve to let more people in it. Instead of looking for a “culture fit,” look for a “culture add,” or a candidate who will bring diverse opinions and experiences to the company’s culture.

 

Set goals and be humble

Balance strategy and tactics to keep people engaged. Be strategic, but don’t be so strategic that no one knows what you’re doing. Ensure you provide transparency, have CEO support, and have a “champion.” There’s no one way to do it right, but any movements, even baby steps, will take you in the right direction. But don’t toot your horn just because you’re better than you were before. The goal should be forward improvement, not to compare to others, or to compare to your lack of progress in the past.

 

Be yourself and learn from others

Don’t wear a mask! Think about how much energy it takes to be someone else at work just to fit in. And on the other side, learn from others. Don’t say things about someone’s culture without actually getting to know someone in the culture. Remember that we have more in common than we have differences. With proper relationships, you can avoid a diversity and inclusion crisis. When you prioritize inclusion, diversity will happen naturally because people enjoy working where they feel included.

 

Why isn’t it working?

If your company culture has not changed after implementing new practices, understand why. Nelson says it’s typically because of one or more of the following factors: fear of change, privilege, traditions, culture fit, loss of culture, or “sacred cows”—an idea or custom held (unreasonably) because it’s been ingrained in the company for a long time. There are often psychological and system barriers in place that can hurt behavioral change. Don’t be afraid of removing them.

 

One thing you can do immediately is make it mandatory to diversify candidate slates.

“It’s just like online dating,” Nelson explained. “When you open your scope of exposure, you open your culture to diversity.”

The Florida Diversity Council is a nonprofit organization that serves as a resource for diversity best practices and leadership development in Florida. The May program was part of a monthly series of events with the goal to influence leaders in the Central Florida community on what it truly means to engage diversity within company leadership.

PRSA Orlando’s Diversity and Inclusion Committee attended the program to be able to share key takeaways with chapter members, and learn how to incorporate Nelson’s advice within the public relations industry.