HR: Caroline Reidy

CAROLINE REIDY S u p p o r t i n g a n e m p l o y e e w h o i s t r a n s i t i o n i n g

If an employee notifies you that they will be beginning the transition process, it is sensible to devise a plan of action together. Here, The HR Suite’s Caroline Reidy advises on how to handle a variety of issues that are likely to arise in a sensitive manner

managing director, The HR Suite

Supporting a transgender employee before, during, and after their transition process can be hugely empowering to someone who’s taking this momentous step. An organisation’s allyship during this time of transition, and beyond, can foster a nurturing and open culture that embraces and celebrates the experiences, perspectives, and talents of these valuable individuals.

Ensuring that the proper policies and guidelines are in place and available for leaders and colleagues to reference will be important when an employee shares that they are planning to transition. If you’re reflecting on your organisation’s commitment to inclusivity and notice any missing links when it comes to transgender employees, here are some suggested practices that could be considered to support transitioning individuals.

take the lead from your employee

It’s important to never make assumptions about an employee’s gender or their plans to transition. There is no requirement for employees to reveal their gender identity to their employer and it’s also inappropriate for an employee to be asked about their gender identity. Every individual’s process is unique and will vary case by case. Allow the employee to lead the process and ask what they prefer. Although no two transitions are the same, some areas of consideration may be common in these circumstances, such as modifying the person’s name on organisation documents and communications to co-workers and clients.

plan and review

If an employee notifies you that they will be beginning the transition process, it is sensible to devise a plan of action together, including how to handle a variety of issues that are likely to crop up before, during and after the transition. Of course, during the process other things may arise which haven’t been thought of, timescales may change, and the employee’s preferences may change, so it is best to keep the plan under review.

pronouns

Pronouns are the words we use to refer to each other in place of a name. The most common pronouns are she/her/ hers for women and he/him/his for men. People who do not identify as male or female might prefer the pronouns, they/ them/theirs. If you are unsure what pronouns to use, it is always best to ask the individual in question what they prefer. The HR Suite advises that employees should be encouraged to share their preferred pronouns and preferred name at work and to inform the business if they would like these to appear on documentation.

Revisit policies

Revisit your current policies and practices to make sure they’re trans-inclusive. Even if you consider your company’s culture to be inclusive, sometimes there are unnoticed processes that are unintentionally exclusionary. • Inclusive benefits: To support transgender employees, see that your medical leave policies cover leave for gender transition treatments or surgery. Communicate this policy in employee literature so employees are aware this coverage is available without having to ask.

Remember that the process for applying for benefits should be consistent for all employees. • Using inclusive language: Check over forms for workplace benefits, on-boarding, and other internal documents to make sure that inclusive language is being used, such as comprehensive gender options and correct and current terminology. • Bathroom access: The HR Suite advises that colleagues should be able to use the restroom of their choosing throughout their transition period. Keep in mind that requiring transgender employees to use a certain restroom could be discriminatory. Consider creating single-use, gender-neutral bathrooms in addition to, or in replacement of, gender-specific restrooms if it’s within the means of your facility. • Dress codes: Implementing gender-neutral dress codes make it explicit that all employees may select clothing that aligns with their gender identity.

Reasonably practical steps

An employer must demonstrate that they took steps to prevent an incident of harassment and that any complaints were dealt with appropriately. It is necessary for an employer to fully demonstrate that they took steps to prevent such acts by having clear written policies in relation to dignity and respect, equality, bullying and harassment. However, it is not enough to simply have a policy in place, an employer must ensure that the policy and procedure is applied rigorously and fairly and reasonable action is taken where allegations are made and proven.

Culture

The culture of an organisation is a vital factor in creating, establishing and maintaining a positive workplace environment free from harassment, intimidation or any ongoing negative behaviour which might lay the foundation for a discriminatory culture. A positive culture is one in which employees are comfortable raising issues of concern to them, especially of inappropriate behaviours and where there are supportive, effective and fair processes underpinning this in place. ■

Employers should never make assumptions about an employee’s gender or their plans to transition, writes The HR Suite’s Caroline Reidy

CONTACT THE HR SUITE:

If you require further information or advice on HR, please do not hesitate to contact The HR Suite’s consultants on (01) 9014335 or (066) 7102887 or email the company at info@thehrsuiteonline.com.