Blog Post

Fünf Tipps für Ihre Diversity Strategie

Alexandra Anders

Senior Director of HR at Cornerstone OnDemand

Wir sind bunt, vielfältig und fördern Minderheiten – zumindest in der Theorie! So betonen immer mehr Unternehmen, dass sie queere Mitarbeiter nicht nur gleichbehandeln, sondern sogar „empowern“ wollen. Bereits 22 der 30 Dax-Firmen haben deshalb die Themen sexuelle Orientierung und geschlechtliche Identitäten zu festen Bestandteilen ihres jeweiligen Diversity Managements gemacht. Auch gibt es dafür einige handfeste Gründe: Wenn laut einer europaweiten Studie zehn Prozent der Befragten angeben, sich geschlechtlich als etwas anderes als „ausschließlich heterosexuell“ zu definieren, dann ist in Zeiten von Fachkräftemangel diese Gruppe allein schon aufgrund ihres demographischen Gewichts relevant. Doch bei vielen Personalverantwortlichen dominiert weiterhin die Vorstellung, dass ein gutes Gehalt, attraktive Zusatzleistungen wie Jobticket oder die Mitgliedschaft in einem Fitnessclub sowie ein paar nette Worte bereits ausreichen, um das Potential von Talenten aus der LGBTQ+-Community anzapfen zu können. Und damit begehen sie bereits die ersten Fehler. Denn viel wichtiger sind Wertschätzung und die richtigen Strategien.

Aber bevor man überhaupt über Diversity Management spricht, muss eines zuvor grundsätzlich geklärt sein: Jeder Personalentwicklungsansatz auf diesem Gebiet steht – oder fällt – mit der Schaffung eines diskriminierungsfreien Umfelds, wenn möglich, über die Minimalanforderungen hinaus, die der Gesetzgeber im Allgemeinen Gleichbehandlungsgesetz vorschreibt. Also Schluß mit dem Versteckspiel am Arbeitsplatz. All das beginnt mit einem Nachdenken darüber, was Unterschiedlichkeit überhaupt ausmacht – schließlich braucht auch Vielfalt einige Regeln, damit bei ihrer Implementierung in einer Organisation eventuelle Reibungsverluste minimiert werden. Denn sexuelle Orientierung ist im Gegensatz zur Frage der Herkunft, des Alters, einer körperlichen Einschränkung oder Herkunft weitaus schwerer zu erfassen und wird gerne als reine Privatsache abgetan.

Mitarbeiternetzwerke helfen

Ein Konzept, das sich in der Praxis vielerorten bewährt hat, ist die Schaffung von LGBTQ+-Mitarbeiternetzwerken. Auf diese Weise kommen Defizite in einer Organisation besser zur Sprache und es lassen sich schneller Ansätze ermitteln, was alles konkret unternommen werden muss, um diese zu beseitigen. Queere Mitarbeiter erfahren so nicht nur ein hohes Maß an Wertschätzung. Darüber hinaus sind sie an der Entwicklung von entsprechenden Tools beteiligt, die auf mehr Akzeptanz abzielen und die Chancengleichheit voranbringen. Das wiederum ist gut für die Identifikation mit dem Unternehmen und damit auch für die Produktivität. Eine Untersuchung aus Österreich spricht von einem Plus 20 Prozent, weil queere Menschen in einem weniger aufgeschlossenen Umfeld ansonsten viel wertvolle Energie dafür verwenden, ihre sexuelle Orientierung zu verbergen.

Einige Best-Practice-Beispiele für solche Netzwerke sind die Metro mit ihrem Pride-Programm oder BASF mit „LGBT and Friends“. Manche Arbeitgeber wie die Commerzbank bieten sogar Workshops an, die noch nicht geouteten Mitarbeitern bei diesem schwierigen Prozess Hilfestellung leisten. LGBTQ+-Mitarbeiternetzwerke können aber noch mehr als nur für gute Stimmung am Arbeitsplatz sorgen. Zugleich kommt ihnen eine Botschafterfunktion zu. Denn das Image, ein LGBTQ+-freundlicher Arbeitgeber zu sein, wird von allen Beteiligten nicht nur über deren private Kontakte nach außen vermittelt, was vielleicht zu der einen oder anderen Initiativbewerbung von Personen führt, die man nicht auf dem Radar hatte. Auf LGBTQ+-Jobmessen wie „Sticks & Stones“ oder „Milk“ sind diese Mitarbeiter dann das Aushängeschild des Unternehmens und können aus erster Hand über Karrierechancen und Diversity bei ihrem Arbeitgeber berichten. Das schafft Authentizität und weckt Interesse.

USA: eine neue Stiftung hilft

Nachholbedarf bei dem Thema gibt es offensichtlich noch beim Mittelstand. Große Unternehmen oder die Dependancen amerikanischer Konzerne wie Pfizer, Coca Cola und Ford zeigen sich da deutlich aufgeschlossener. Seit 2013 gibt es Proud At Work, eine Stiftung, die sich für die Gleichstellung von queeren Mitarbeitern in der Arbeitswelt einsetzt und den Aufbau entsprechender Firmennetzwerke sowie deren Austausch untereinander voranbringt. So lässt sich von Erfahrungen anderer lernen, wie entsprechende Strategien aussehen können und was alles unternommen werden muss, um sie umzusetzen.

Doch das beste Diversity Management taugt nichts, wenn beispielsweise queere Mitarbeiter im Außendienst in Länder geschickt werden, in denen Homosexualität strafbar ist und Repressionen drohen. Auf ihre Bedenken und Ängste sollte sehr sensibel und verständnisvoll eingegangen werden. Denn ansonsten kann die Glaubwürdigkeit als Arbeitgeber bei dem Thema Diversity schnell auf dem Spiel stehen. Ferner gilt Vorsicht vor Fettnäpfchen bei der Wortwahl, Stichwort positive Diskriminierung. Wer meint, queere Mitarbeiter als besonders kreativ zu bezeichnen, erntet nicht nur ein Stirnrunzeln, sondern vermitteln ihnen schnell das Gefühl, nur der „Quoten-Schwule“ oder die „Quoten-Lesbe“ zu sein.

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