Managing Gender in the Workplace
Analyze the situation – summarize the scenario, notate the situational facts, and describe the accommodations requested
Analysis
Henrietta Mercer, the vice president of LaSalle Chemical, faces a challenge in her quest to support gender transitioning. Steve Ambler has achieved a great milestone in LaSalle’s marketing department since his recent appointment as the firm’s sales director (Gary & Elliot, 2008). Steve is about to change his sex to female, an issue that raises controversy with his workmates. He shares the plan with Henrietta, who is, thereafter, forced to craft a corporate response. However, her confidential memo is leaked to the executive committee, particularly to one of Steve’s colleagues. The workmate’s reaction suggests that Steve’s move is poised to bring challenges ahead. Henrietta is now at a crossroads on how to help Steve undergo gender transitioning in a workplace where not everyone supports the plan. Steve is even advised to assume an internal role while undergoing the transitioning process.
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Situational facts
The situation of facts in this scenario involves the creation of a trans-inclusive workplace. Although Henrietta knows that a significant number of high-end firms in the U.S. have policies in place to protect employees against gender discrimination, she never expected to encounter the issue at her current company (Gary & Elliot, 2008). In the face of the issues, she seeks advice from several individuals. At one point, Linda E. Taylor, Raytheon Missile advises her to conduct numerous gender identity training in her institution. Linda argues that a company should not pass judgment on employees, especially concerning their personal transgender choices. In the same vein, Ronald K. Andrews advises Henrietta to work very closely with Steve. He further advises that a leading company like LaSalle should always prepare its gender identity policy to address such a scenario.
Accommodations
One of the accommodations required in Steve’s case involves handling the gender issue with privacy and dignity. Employees with gender change plans should be accorded the right reassignments, depending on their new sex. At the same time, the case should be treated per the organization’s gender-issue policy. This is meant to minimize discrimination and allow a transgender employee to fit into the workplace environment. Another accommodation scenario entails conducting frequent gender identity training to foster diversity and allow employees to identify with their gender identities. In this way, colleagues with objectionable views may embrace an individual’s need for identity, ultimately reducing gender-based discrimination in the workplace.
Consider your personal thoughts and feelings towards Steve’s decision to transition? Should Steve accept the internal position? How do you feel about the other coworkers’ opinions and clients’ opinions regarding the transition?
Steve’s idea of becoming a woman at work implies that he loses the sales director’s high-powered position as he is perceived as no longer suited to hold it. The situation is a challenge to other workmates as it denaturalizes the assumed connection between gender identities at work. I think that Steve should accept the internal role to retain her job in the firm. However, the move presents Steve with several challenges, including discrimination at work and relegation to a minor executive role in the company because of the deeply entrenched gendered workplace hierarchies. Such issues have an overall negative effect on Steve’s health and well-being. I feel that their complaints, perceived hostility, and lack of collaboration with a female Steve are justified about Steve’s co-workers’ and customers’ opinions.
“Put your manager hat on” Evaluate the situation as the manager – from an unbiased, factual, legislative perspective, what does your department staff need at this time? How can you aid the situation from a social point-of-view?
As LaSalle’s sales and marketing department manager, I believe that my team is mainly concerned with performance and results. As such, I could support Steve with his gender transition based on the organization’s policy. I believe doing this way would not affect his productivity. In the same likely, I could downplay Steve’s job to ensure that he maintains steady employment at the company. The approach would provide the political will that supports all gender-inclusive workplaces. Studies show the critical role of managers and how their support during the gender transitioning process aids in relationship-building and experience in the workplace (Elias et al., 2017). Furthermore, Title VI of the Civic Rights Act puts specific protection on transgender workers (Elias et al., 2017). Notably, the Equal Employment Opportunity Commission (EEOC) ruled that gender discrimination against transgender employees is punishable. Therefore, I would consider Steve’s rights in the absence of agency-specific laws as a way of fostering gender equity in the workplace.
Now, create three actions that will determine how the company will address the transition, i.e., in-house colleagues, Human Resources policy, and with clients.
The open gender transition process at a workplace calls for a program to assist LaSalle Chemical in addressing the workplace adjustment process and help colleagues and clients adjust to the process. One of the action plans in this regard is using simple education to address in-house colleagues’ fears. The training could remind them that people usually undergo a great struggle in attempting to resolve their sexual identity dilemma, and their decisions must be respected (Taranowski, 2008). In addition to this, the firm’s HR policy could change Steve’s official records to reflect a change in gender or name upon his request. This action will make the employee feel accepted in his new gender outfit (Elias et al., 2017). Addressing clients’ concerns could involve supporting Steve in announcing his gender change plan to the clients through a management representative. In this way, the management would ensure customers that the change would hardly affect workers’ job performance.
References
Elias, N., Johnson, R., Ovando, D., & Ramirez, J. (2017). Improving transgender policy for a more equitable workplace. Journal of Public Management & Social Policy, 53-76. Retrieved from https://core.ac.uk/download/pdf/231128248.pdf.
Gary, L., & Elliot, B. (2008). When Steve becomes Stephanie. Harvard Business Review. Retrieved from https://hbr.org/2008/12/when-steve-becomes-stephanie-2.
Taranowski, C. (2008). Transsexual employees in the workplace. Journal of Workplace Behavioral Health, 23(4), 467-477. https://doi.org/10.1080/15555240802540186
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Question 
Case Study: When Steve Becomes Stephanie
Instructions
Answer the questions provided below applying diversity in management concepts learned in class.
Managing Gender in the Workplace
Font size – 12, 1-inch margins
Maximum length 3 pages.
Must include at least one reference.
Assignment Questions
As seen within the article Steve, who becomes Stephanie, faces many challenges throughout their transition from biological male to transgender female. Many of these challenges are immersed in social, legal, and moral issues, most of which stem from working in a conservative company with little to no procedures in place. By addressing the ethical implications of these areas and finding a common middle ground, LGBTQ employees like Steve can find comfort within their workplace.
Put yourself in Henrietta’s shoes as the manager of this department:
I) Analyze the situation – summarize the scenario, notate the situational facts, and describe the accommodations requested.
II) Consider your personal thoughts and feelings towards Steve’s decision to transition? Should Steve acept the internal position? How do you feel about the other coworkers’ opinions and clients’ opinions regarding the transition?
III) “Put your manager hat on”. Evaluate the situation as the manager – from an unbiased, factual, legislative perspective, what does your department staff need at this time? How can you aid the situation from a social point-of-view?
IV) Now, create three actions that will determine how the company will address the transition, i.e. in-house colleagues, Human Resources policy, and with clients.