IT'S ABOUT WELL-BEING
The goal of Rainbow Tick's certification programme is raising the Rainbow community’s wellbeing and, says programme director Michael Stevens, they don’t see any point in failing a business but instead work to help them to achieve the minimum standards that are required.
Rainbow Tick began life four years ago as part of a mental health NGO which is now owned by Ngati Whatua.
In his role with the NGO Stevens became aware of employment based programmes for the Rainbow community which were common in Europe, the USA and Australia and he felt it made sense to develop a New Zealand programme.
He says it’s logical Rainbow Tick falls under a mental health and well-being service as the Rainbow population is over represented in mental health services.
Momentum is growing fast and the organisation is getting approaches weekly. Stevens says the programme is costed on the basis of how many FTEs a company has – the more there are the longer it takes Rainbow Tick to undertake the training and evaluation.
The steps involved, once a contract is signed, begin with an evaluation document which is a technical assessment of particular evidence points. These include whether the senior leadership team receives any LGBTTI training at any point; whether organisational policies make it clear that they apply to the LGBTTI community.
Stevens says there are 30 items the company is asked to provide evidence of. It covers governance, staff engagement, external engagement, HR policy and practices and organisational development.
“Our process has evolved and it is now a much more cooperative process where, while going through the document, we encourage [clients] to contact us and we will help with solutions or suggestions.”
Access to facilities is a factor too. Stevens says the gold standard is that everyone can use whatever bathroom facility they identify with. Second to that is having gender neutral space so the staff member involved is somewhere they are comfortable with.
He says too that more and more people are transitioning in the workplace and Rainbow Tick can help companies with what to be aware of, as an organisation, when someone is transitioning.
So what are the areas where some other employees within an organisation might stumble?
Stevens says senior leadership is typically very much behind the process as they understand a diverse workforce is good for their business; people under 30 are usually quite relaxed about it and it may be more someone middle aged and in middle management who might have some difficulty with the process. Comments like ‘ we only hire on talent here’ and ‘PC gone mad’; are occasionally made.
Stevens says sometimes it might be cultural or religious beliefs which make it more difficult for some staff.
“We make it very clear we are not about changing people’s personal beliefs but the organisation is saying that when you come to work, this is what is expected of you professionally.
“The analogy I use is if you are a strict vegetarian, you are not going to try and stop your colleagues from having a ham sandwich at lunchtime.
“Our job is not to change anyone, but to ensure the place of employment is open and welcoming for the Rainbow community.”