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A worker at the U.S. Space and Rocket Center (USSRC) was recently the center of attacks and calls to be fired – simply for being transgender.
The transphobic backlash against the employee from angry parents, Senator Tommy Tuberville, and U.S. Representative Dale Strong, included calls to fire the employee and for the USSRC, based in Huntsville, Alabama, to review its hiring policies.
Groups such as The Alabama Trans Rights Action Coalition pushed back on the criticism, saying attacks such as this “further divides our state, has no basis in reality, and has historically led to violence.”
Such attacks have become increasingly commonplace, rapidly snowballing into aggressive, targeted social media campaigns, and no doubt contribute to harrowing studies such as a 2023 survey from the Williams Institute at UCLA School of Law, which found that 42% of transgender adults in the U.S. have attempted suicide.
Employers must therefore consider how they are protecting, supporting, and empowering their transgender workers.
How can HR support transgender workers?
The USSRC released a statement confirming that all staff undergo nationwide criminal background checks and reemphasized the rigorous standards and procedures in place to ensure the safety of its students.
The statement did not explicitly call out the criticism as transphobic - or stand in support of the employee for whom, up until this point, there is zero evidence of wrongdoing - stating it would “determine the facts in this case” and that it is an “apolitical organization with no social agenda.”
But as these attacks continue, employers need to be more direct and vocal about their support for transgender employees.
Ashley T. Brundage, President & CEO of Empowering Differences, and former national VP of DEI at PNC Bank is an out and proud woman of transgender experience. She says HR teams and employers cannot allow such attacks and culture wars against transgender workers to go unaddressed.
“We need to address them so people feel safe in the workplace,” explains Brundage. “People want to gain empowerment through the actions of their leaders and managers. That should include them taking a stand against transphobic rhetoric.”
At the base level, this includes being aware of the laws and policies in place to protect transgender workers. “HR must also navigate the legal landscape by ensuring compliance with laws protecting trans employees from discrimination,” says Amy Spurling, CEO and Founder of Compt.
The Equal Employment Opportunity Commission, alongside other institutions, has confirmed that discriminating against transgender employees or job applicants for failing to conform to gender stereotypes – such as firing them without any other just cause – is sex discrimination under Title VII of the Civil Rights Act of 1964. Other executive orders and acts also prohibit anti-LGBT discrimination.
Strategies beyond adherence to legislation
Adhering to legislation, argues Spurling, this is the very minimum. “Ethically, we must strive beyond compliance, fostering an environment where every individual feels valued and protected is the hallmark of modern, ethical HR practice,” she states.
There are several ways for employers and HR teams to show their transgender employees that they are valued and their inclusion is a priority.
Spurling suggests employers should include ensuring medical policies cater to their specific needs. Many notable employers have already done so. Airbnb, for example, offers medical coverage in line with the World Professional Association for Transgender Health standards of care. PwC offers up to $75,000 for trans-related procedures and health care coverage for employees and their dependents. Meta’s medical coverage includes plans for transgender services and a specialty team to provide additional support such as clinical support, and ongoing education. Including these benefits in healthcare plans is a clear show of validation and support to transgender workers.
Another crucial way to support transgender workers according to Spurling, is investing in regular, comprehensive training programs on LGBTQ+ inclusivity and empathy. “These programs should educate employees on the importance of inclusivity while providing practical advice on supporting trans colleagues,” she explains.
Brundage adds that these programs shouldn’t pressure transgender employees to train their colleagues, however. “Do business with trans suppliers – rather than rely on a token trans person - to come in and do trans 101 training,” she notes. “Hire companies that do leadership development for all people as that is a way to normalize our existence in the world.”
Beyond this, Spurling argues HR should work to increase the visibility and representation of trans individuals across all company levels, including leadership positions. “This both empowers trans employees and demonstrates the company's commitment to genuine inclusivity and diversity,” she explains.
Critically, HR teams must also directly ask transgender employees how they prefer to be supported rather than making assumptions. “It’s better to ask and not assume, as you may not always know exactly what someone needs,” Spurling explains. Brundage echoes this idea, adding that “town halls and discussions are a great way to hear directly from the people.”
Why LGBTQ+ inclusion matters
It’s not just at the USSRC, or in Alabama, where transgender and LGBTQ+ employees are under attack and in need of support. According to EY’s 2024 Workplace Barometer survey, in the U.S., the LGBTQ+ community comprises nearly 14 million adults and is growing rapidly as Gen Z workers – who are more likely to identify as LGBTQ+ than older generations – take up a greater share of the workforce.
Neglecting the interest of Gen Z LGBTQ+ employees, given a projection from the U.S. Bureau of Labor Statistics finds that missing By one estimate, could cost employers a talent pool of up to 10 million workers. Moreover, in EY’s survey, 36% of millennial LGBTQ+ employees and 40% of Gen Z LGBTQ+ employees left their jobs leaving companies that were not inclusive or welcoming. EY estimates an average Fortune 500 company could save $4.2m in turnover costs if retention of LGBTQ+ employees improved by just 5%.
“An inclusive workplace where allyship is practiced can lead to higher employee morale and lower turnover rates, significantly benefiting the company’s culture and cohesion,” agrees Spurling. “If your organization isn't inclusive, you’re likely to lose talent from all backgrounds. And lacking a diverse team at the decision-making table usually results in subpar business results.”
Brundage adds that LGBTQ+ business owners account for $1.7trillion dollars: “You need this business segment.”
But alongside all the potential gains in engagement, turnover, recruitment, cost savings, and business growth, consider also that behind all of the statistics are individual employees under attack simply for trying to exist.
The life of a transgender person has already been difficult enough without their company working against them. It is HR’s duty to protect, support, and empower them.
