c14: setting up a network - stonewall€¦ · yammer pages •invitation to join events and...

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

7

Private & Confidential. Not for distribution.

© DWF LLP 2017

OutFront

DWF’s LGBT Group

• 17th November 2017

Some stats about our Network

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• 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!

Terms of reference

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•

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

• What we have considered important – may differ by organisation depending on culture

Get the word out there!

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• Attraction (recruitment 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

rubix – our intranet

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

Agree Communication channels

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• 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?

Not all plain sailing…

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You will face challenges – but keep going!

There are those who said (and still say…)

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Don’t expect everyone to buy in!

Business - and of course moral case

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Good to promote to decision makers/stakeholders the benefits.

Top tips

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• 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

Good Luck!

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© DWF LLP 2017. DWF LLP is a limited liability partnership registered in England and Wales (registered number OC328794). DWF LLP is authorised and regulated by the Solicitors Regulation Authority. DWF LLP is also recognised as an incorporated practice with the Law Society of Scotland (registered number 43186). The term Partner is used to refer to a Member of DWF LLP or an employee or consultant with equivalent standing and qualification. A list of the Members of DWF LLP and of the Non-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 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 advice. DWF is not responsible for any activity undertaken based on this information and makes no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability or suitability of the information contained herein. 290316

dwf.law

DWF is a global legal business, connecting expert services with innovative thinkers across diverse sectors. Like us, our clients recognise that the world is changing fast and the old rules no longer apply.

That’s why we’re always finding agile ways to tackle new challenges together. But we don’t simply claim to be different. We prove it through every detail of our work, across every level. We go beyond conventions and expectations.

Join us on the journey.

Beyond borders, sectors and expectations

The Glass Network

Drew McCusker

Founder, The Glass Network

Trainee Solicitor, 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

Gender pay gap – 42%

LGBT – invisibility


42% gender pay gap (2015 Law Soc Scotland)

Quiet Rise of Equality

Allies FirmsWomen in Law in Scotland

Intra-LGBTGroups


DWF

Pinsent Masons

DLA Piper

CMS NMO

Shepherd and Wedderburn

The Glass Network

Law Societyof Scotland

InfluentialLegal

Professionals

VariedCommittee

Text

Scotland’s first network for LGBT + legal professionals

The Glass Network


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


#TheseAreOurPrinciples

Timescale

10,00 views39,000impressions

Law Awards ofScotland –CSR Awards 2017 Social Media

Shortlisted BestDiversity Marketing& Social IssuesCampaign 2017


Legal Diversity

Direction

Visibility Value The Future


Top Tips• Research

• Persevere

• Collaborate with different organisations

• Find good running mates

• Be innovative

• Be proud – to the right amount

• Not just LGBT+


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 youRefreshments are now being served in the

Strathblane Hall

c14: setting up a network - stonewall€¦ · yammer pages •invitation to join events and...

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