1. Know your rights
Philip Landau, partner at Landau Zeffertt Weir: "Your sexual orientation is a 'protected characteristic' under the Equality Act 2010. This means you cannot be discriminated or treated any less favourably than your counterparts because of your sexuality. If you detect any such adverse treatment because of your sexuality, you need to flag this up with HR and, if necessary, lodge an internal grievance. Hopefully, it will not come to this, but with the knowledge that you do have legal protection on your side, it may make the process just a little bit easier.
"Keep a diary record of any change of treatment, including unreasonable instructions. This practical step will ensure there is a record and pattern of change in behaviour that can be utilised as evidence at a future date if the need arises."
2. Provide support to employees who come out at work
Sian Payne, director of organisational development at The Lesbian & Gay Foundation: "If and when you decide to come out, it's like coming out to anyone. Start with people you feel you can trust. It's important to understand what the organisation does offer by way of support to increase your confidence. Sometimes organisations have support resources that are unfortunately well-kept secrets."
Andrew Cowler, Acas conciliator for Bristol: "The experience of an employee who comes out in a workplace where the employer values diversity is going to be very different from that of someone who works in a hostile workplace. But the support available to the employee, their existing relationships with colleagues and how confident they are about potentially being a 'pioneer' is likely to be just as important in shaping the experience for them."
3. Be open with colleagues who are returning to work after mental health problems
Tom Pollard, senior policy and campaigns officer at Mind: "Try to have open and honest conversations with the employee so that you understand how their condition affects them, how this might affect their work, what factors about work might affect their mental health, and how this should be responded to. Everyone experiences mental health problems differently so the person in question will be the best placed to say what they can and can't do, and what will help them."
4. Before applying for a job, research your work's diversity policy
Piyumi Samaraweera, acting head of membership for Business in the Community's Opportunity Now and Race for Opportunity campaigns: "Employers are increasingly savvy about the fact that having a Facebook page, Twitter account and LinkedIn profile are good ways to raise their organisational profile. Some use social media to highlight specific diversity initiatives and recruitment drives, which is another good practice.
"But to get a real feel for the culture, look out for who else is part of their follower base and workforce. Testimonials from people you trust is a powerful tool. It's important to speak to people who already work there to get a real feel for the culture. I would encourage potential employees to use interviews as a two-way source of information – don't just let employers grill you, ask them some questions about their diversity and inclusion values."
Bela Gor, legal director at Business Disability Forum: "Checking to see if there is an LGBT network – or other networks like a disabled staff network that is active – is a good way of finding out what the culture of your organisation is like before saying anything."
5. Be open if you're concerned about a colleague
Tom Pollard: "Looking to initiate open conversations with people is the best approach – asking how someone is doing, or saying that, for example, you've noticed they've seemed a bit quiet recently and wanted to check if everything was OK. It's more likely that people will appreciate that you've taken an interest than be offended. If you don't know the person well, or don't feel comfortable broaching the topic, then perhaps talk to a manager in confidence to say that you are concerned."
6. Middle-managers are essential if we want to promote diversity
Piyumi Samaraweera: "Inclusive leadership is one key tool to address unconscious bias in the workplace. Executive boards and management teams need to make this a priority. Diverse teams may take longer to become productive, but over time, and when well-managed, they are more productive than homogeneous teams. So there is a prize for those who get it right.
"While line managers, especially middle managers, are seen as the problem, they are in a particularly difficult place as they are not always supported with the tools they need to manage diverse teams. Race for Opportunity has a simple but useful toolkit for senior leaders, line managers and individuals which helps them foster good relationships."
7. Disclosing mental health issues is a personal choice
Tom Pollard: "It is always going to be a personal choice as to whether you disclose mental health issues and when. From my experience of disclosing to managers, it has always seemed to make sense to do it once I've been offered a job and am in the post. This is the point when it is relevant to the employer in terms of potential adjustments to your work or just being aware that it is something that may crop up."
8. Support employees returning after illness
Tom Pollard: "Extra contact with an employee who is returning to work is really important, and could be part of a return-to-work plan that could be co-produced by the line manager and employee. Simple things can make a big difference to people in this context. There was a nice example of a line manager meeting a returning employee at the gates on their first day back so they could walk into the office together."
Bela Gor: "The manager should act normally but have regular meetings with the employee to check on work and how they are coping. If the employee feels they can talk to the manager, they will let them know if they are under too much pressure or need any help or adjustments."
Andrew Cowler: "Many people returning from long-term absence find that a phased return over a number of weeks is really useful. Agreeing with the employee how this will be done, how long it should last and how the employee's return will be communicated to colleagues will really help."
9. Use HR departments for advice
Kura Dione, recruitment manager at Rare Recruitment: "Managers can seek advice on dealing with diversity from their human resources teams. They not only advise on diversity policy, but also on specific cases with employees. Employees can also look to HR for advice. The level of detail and expertise will vary between different organisations."
10. Your colleagues can support you
Tom Pollard: "From personal experience, it is a relief when a manager or colleagues know that you are having a tough time, rather than feeling that you need to hide it from people or be worried about whether people have noticed you're acting differently."
Andrew Cowler: "There are undoubtedly many workplaces where homophobia and transphobia are evident to the point that an LGBT member of staff would be completely put off from coming out or would be discriminated against if they did. However, for the most part people have positive experiences when they come out at work and people's attitudes are documented to change for the better once they know someone who is gay."
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