C14: Setting up a Network

Jake Laws, Programmes Officer Abby Crawford, Client Group Manager Setting up an LGBT staff network group is a key step to ensuring effective equality within your workplace Network structures

LGBT

LGBT + Allies

LGBT with separate allies function

Partnership agreement with external LGBT network Practical First Steps To Consider

The Need (Business Case)

Focus group(s)

Terms of reference

Senior sponsor Attracting and retaining a diverse membership Considering Diversity Good practice DWF’s LGBT Group

OutFront • 17th November 2017

Private & Confidential. Not for distribution. © DWF LLP 2017 7 Some stats about our Network

• Started 5 years ago • 5 members • Began as a private group • Now 121 members • Open to all • On Yammer platform • Intranet • Diversity Steering Group • Aligned and linked with other groups now around the country • Next steps – Global!

8 Terms of reference

Agree in advance how the group will run – make your TOR available and visible to all

•

9 Get the word out there!

• Attraction (recruitment • What we have considered important – may differ by organisation depending on culture process) • Induction • Direction to rubix and Yammer pages • Invitation to join events and OutFront • Celebration of key dates (IDAHO Day, Bi Visibility Day, LGBT History Month) • Diversity Week • Diversity Steering Group

10 rubix – our intranet

Our Central Hub – this will also differ depending on the size or your business and what you have access to.

11 Agree Communication channels

• Email • Internal/external social media? • How you will communicate within your organisation – keep it simple! • Newsletters – start modestly – twice/four times a year? • Share news, guidance, articles etc. How can you do this?

12 Not all plain sailing…

You will face challenges – but keep going!

13 There are those who said (and still say…) Don’t expect everyone to buy in!

14 Business - and of course moral case Good to promote to decision makers/stakeholders the benefits.

15 Top tips • Let the group decide for themselves – listen to the community! • Build affinities with other groups (eg, Link, Glass Network etc) • Link to business activities – networking, Pride marches etc • Allies will join in time, don’t try to push or dictate • Take small steps • Personal stories will emerge when confidence grows

16 Good Luck!

17 Beyond borders, sectors and expectations

© DWF LLP 2017. DWF LLP is a limited liability partnership DWF is a global legal business, connecting expert services registered in England and Wales (registered number OC328794). DWF LLP is authorised and regulated by the Regulation Authority. DWF LLP is also recognised as an incorporated with innovative thinkers across diverse sectors. Like us, our practice with the (registered number 43186). The term Partner is used to refer to a Member of DWF clients recognise that the world is changing fast and the old LLP or an employee or consultant with equivalent standing and qualification. A list of the Members of DWF LLP and of the Non- rules no longer apply. Members who are designated as Partners is open to inspection at its registered office, 1 Scott Place, 2 Hardman Street, Manchester M3 3AA. Copyright in this document belongs to DWF LLP which asserts the right to be identified as such and hereby objects to any misuse thereof. This information is That’s why we’re always finding agile ways to tackle new intended as a general discussion surrounding the topics covered and is for guidance purposes only. It does not constitute legal advice and should not be regarded as a substitute for taking legal challenges together. But we don’t simply claim to be advice. DWF is not responsible for any activity undertaken based on this information and makes no representations or warranties different. We prove it through every detail of our work, across of any kind, express or implied, about the completeness, accuracy, reliability or suitability of the information contained every level. We go beyond conventions and expectations. herein. 290316 dwf.law Join us on the journey. The Glass Network

Drew McCusker Founder, The Glass Network Trainee , Jackson Boyd Lawyers Glass’ Foundation

• Stability in our sector • More Than Just • Jackson Boyd wants an enjoyable, rewarding and fulfilling work environment • For our community, Jackson Boyd plays an active role in local projects and fundraise for local and national charities, and supports The Glass Network

www.jacksonboyd.co.uk Scottish Legal Landscape

Just under 5,000 solicitors in Scotland

Composition: white, straight, cisgender men

Gender42% gender pay gappay –gap42% (2015 Law Soc Scotland)

LGBT – invisibility

www.jacksonboyd.co.uk Quiet Rise of Equality

DWF DLA Piper CMS NMO

Women Intra-LGBT Allies in Law in Firms Scotland Groups

www.jacksonboyd.co.uk The Glass Network Scotland’s first network for LGBT + legal professionals

Law Society of Scotland

The Glass Network Varied Committee

Influential Legal Text Professionals

www.jacksonboyd.co.uk Soul Searching

• What’s the need? Is there a need? • Research and solution • Committee • Next step was collaboration • Law Society of Scotland • Law firms • Legal organisations

www.jacksonboyd.co.uk #TheseAreOurPrinciples

Legal Diversity Timescale

10,00 views 39,000 impressions Shortlisted Best Diversity Marketing Law Awards of & Social Issues Scotland – Campaign 2017 CSR Awards 2017 Social Media

www.jacksonboyd.co.uk Direction

Visibility Value The Future

www.jacksonboyd.co.uk Top Tips • Research • Persevere • Collaborate with different organisations • Find good running mates • Be innovative • Be proud – to the right amount • Not just LGBT+

www.jacksonboyd.co.uk www.jacksonboyd.co.uk Case Study:

A small group of LGBT staff in your organisation have expressed interest in setting up a network group. They write a short business case which lists some reasons, including: celebrating LGBT culture, organising attendance at Pride, and providing peer support for LGBT staff.

You support them to send the business case to the CEO, who responds by saying they “don’t see why we should have an LGBT network when we don’t have any other staff networks, and unfortunately I can’t justify setting aside budget for unnecessary things outside of work, such as paying for people to go to Pride”

• How would you respond to the CEO? • What else might you include in the business case to strengthen it? • How might you approach this differently? Case Study: The LGBT network group in your organisation was set up two years ago as a closed group for LGBT staff to network, be consulted and provide guidance to the organisation on LGBT issues. Since then the membership has changed significantly and dwindled, there is now just a core group of four or five staff members that meet once a quarter in the office to discuss any LGBT issues.

You have been tasked with re-invigorating the group, to grow membership and to support it to be as successful as the women’s network and the black, Asian and minority ethnic (BAME) network in the organisation, which are larger and more active.

• What would be your first steps? • How might you involve non-LGBT staff? • How might you diversify the membership, and attract staff with multiple identities? Any Questions? Thank you Refreshments are now being served in the Strathblane Hall