Heterofexible - 29% of Young Americans Say They Are Not 100% Heterosexual - LGBT Employees Rate Employer Review Company Employee Branding OutBuro - Corporate Workplace Equality Gay Lesbian Queer Diversity Inclusion

Heterofexible – 29% of Young Americans Say They Are Not 100% Heterosexual

29% of under-30s Americans consider themselves as something other than exclusively heterosexual on the seven-point ‘Kinsey Scale’

Invented by Alfred Kinsey in the 1940s, the Kinsey scale plots individuals on a range of sexual dispositions from exclusively heterosexual at 0 through to exclusively homosexual at 6. YouGov conducted a study poll of American about their sexuality as a following on from a similar study in the UK.

  • 78% of Americans say that they are completely heterosexual while 4% say that they are completely homosexual
  • 16% of American adults say that they fall somewhere in between. In this group, the bulk (10%) say that they are more heterosexual than homosexual
  • 3% put themselves in the middle and another 3% say that they are predominantly homosexual.
  • 24% of people aged 30 to 44 say that they’re somewhere on the scale of bisexuality, compared to 8% or less of over-45s.
  • 2% of heterosexual American adults say that they have had a sexual experience with someone of the same sex.
  • A large number of Americans who classify themselves as heterosexual still admit to having had same-sex experiences.  Heterosexual identifying women (15%) are almost twice as likely as men (8%) to say that they have had a sexual encounter with someone of the same sex – at least admit it.
  • Younger Americans are noticeably less likely than their elders to put themselves in a firm category and identify as “heteroflexible”.
  • 80% of all Americans say that they are completely heterosexual or homosexual only 66% of under-30s say the same. 29% of under-30s put themselves somewhere on the category of bisexuality or heteroflexible.
  • The poll study found that the older someone is the less likely they are to say that they have fluid sexual attractions.

Full poll results can be found here and topline results and margin of error here.

A similar study in the UK found that young Britons were even more likely to be sexually flexible than young Americans. Nearly half of Britons under the age of 25 say that they are some level of bisexual.

Why does this matter here at OutBüro?  Because of employment discrimination against people who do not display perceived heteronormative qualities – Study finds LGBT people less likely to be hired, paid less, and not promoted

Check out these additional resource articles:

Knowing that the younger up and coming workforce self-identify as heteroflexible should indicate a strong need for companies of all sizes to put forth a considerable effort in the diversity, inclusion, and welcoming work culture.

Check out the below article for more information:

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LGBT Diversity And Inclusion Benefits Company Employees Customers - OutBuro Employer Reviews Gay Professional Network Lesbian Networking GLBT Recruiting Queer Bisexual Transgender

LGBT Diversity And Inclusion: Benefits Company, Employees and Customers

Creating a diverse, inclusive and welcoming work environment for gay, lesbian, bisexual, transgender and queer employees should be a priority for business leaders. For a long time, diversity and inclusion (D&I) has appeared to be about filling a quota or was simply a facade of lip-service verses understanding the value and impact it has. To reap the many benefits diversity and inclusion needs to be a company/organization mission where each employee understands they are valued and, in return, is held accountable for their contribution to the culture.

Some research facts worth knowing:

  • In 2016, nearly two-thirds (65%) of employees felt that respectful treatment of employees was a very important factor in their job satisfaction. (ref. 1)
  • Over the past few years increasingly research studies show that when companies of any size focus on diversity and inclusion (D&I) they experience an increase to the business’ bottom line, improve innovation (ref. 2 & 3), productivity (ref. 4 &5), attract and retain quality employees and experience growth.
  • According to one recent study, companies with higher diversity in management earned 38% more of their revenues, on average, from innovative products and services in the last three years than companies with lower diversity. (ref. 6)
  • Diversity in gender, sexual orientation, country of origin, career path, and industry background are all highly linked to innovation among managers. (ref. 7)
  • Teams that include different viewpoints or thinking styles solve problems faster. (ref. 8)
  • Employees who feel included report higher levels of innovation and company engagement. (ref. 9)
  • In a study on the decision-making behaviors of board directors, “deep-level diversity” (i.e., differences in background, personality, and values) contributed to a higher degree of creativity. (ref. 10)
  • Many studies link diversity to indicators of profitability and financial health, including: (ref. 11 & 12)
    • Accounting returns
    • Cash flow return on investment
    • Earnings Per Share
    • Share price performance
    • Earnings Before Interests and Taxes (EBIT) margins
    • Gross and net margins
    • Investment performance
    • Market performance
    • Market value
    • Revenue
    • Sales growth
  • McKinsey & Company’s study of 1,000 companies in 12 countries found that companies in the top 25% when it comes to diversity among executive leadership teams were more likely to outperform on profitability (21%) and value creation (27%). (ref. 13)
  • Companies in the top 25% for diversity were more likely to achieve above-average profitability—33% for diverse executive teams and 43% for diverse boards.(ref. 14)
  • Companies pay a penalty for a lack of diversity. Companies in the bottom 25% diversity were 29% less likely to experience profitability above the industry average. (ref. 15)

With such benefits to the company, shareholders and employees, over the past few years organizations have become more interested to implement D&I initiatives within their workplaces.

Check out these related articles:

Creating LGBT Diversity at Work

The key to creating LGBT diversity, inclusion and welcoming excellence is teamwork. When you build inclusive small working teams with a diverse range of experience and backgrounds it has been proven to set employees and the organization on a path to success. It fosters employees getting to know one another on a deeper level that aids in overcoming past learned beliefs, stereotypes and prejudices. Strong diversity climates are associated to reduced instances of interpersonal aggression (ref. 16) and discrimination. (ref. 17) This not only benefits the company/organization but also our community and society.

Still today LGBT hiring and promoting discrimination is active. Check out “Study finds LGBT people less likely to be hired, paid less and not promoted” and “Research Finds Females Favor Hiring Gay and Lesbian Job Seekers” for more information.

  • Organizations with strong “diversity climates” (i.e., inclusive work cultures characterized by openness toward others and appreciation of individual differences) are likely to have teams with increased job satisfaction and knowledge sharing. (ref. 18)
  • Employees report experiencing trust and increased engagement at work when they both feel included and perceive that their employer supports diversity practices, such as recruiting diverse job candidates. (ref. 19)
  • Without diverse leaders, women (20%), people of color (24%), and LGBT employees (21%) are less likely to have their ideas endorsed. (ref. 20)
  • Moving toward equal levels of gender representation across job levels may reduce occurrences of workplace harassment. (ref. 21)
  • Inclusion key to team p
  • The addition of women to all-male sales teams contributes to improved team performance. However, teams are more likely to reap the benefits of diversity on team performance when inclusion is part of the organizational culture. (ref. 23)
  • The more psychologically safe employees feel at work, the more likely they are to feel included in their workgroups. (ref. 24)

With different backgrounds and a wide range of experiences both work-related as well as life experiences the team collectively generates a much wider range problem-solving strategy solutions which can improve business operations, product development and service delivery. This is the reason for the company’s potential of improved economic return. Everyone wins from the company as a whole, the owner/shareholders, employees and customers/clients. Teams are as much as 158% more likely to understand target clients/customers/consumers when they have at least one member who represents their target’s gender, race, age, sexual orientation, or culture. (ref. 25)

Company leadership must focus on D&I in terms of talent acquisition, employee retention (ref. 26 & 27), skill development and engagement. Further, at the same time assisting and enabling our teams fostering inclusion in the workplace. One example would be encouraging employees to form an LGBT employee resource group to foster peer support, mentoring and professional growth. Human Resources and company/organization management may leverage the LGBT employee resource group for insights on how to improve the

As LGBT employees, there can be lots of fear about coming out at work. This hampers risk-taking believing they could be terminated (laid off) for any reason in most states and countries. Great companies of any size create work environments where employees feel safe for being who they are and can openly share their ideas, take calculated risks from the norm to grow innovation.

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LGBT Employees Can Double Dip In Diversity

Being LGBT is about the sexuality of the candidate/employee. LGBT people have experiences and backgrounds wider than that and many fit other diverse identities. An LGBT person can be a person of color, disabled, military veteran, and so forth. Therefore having a company concerted effort to recruit quality LGBT candidates can have a multiplying effect on the total diversity makeup of the workforce. For example, a candidate could be a female, lesbian, military veteran, and disabled.


1 – Society for Human Resource Management, Employee Job Satisfaction and Engagement: The Doors of Opportunity Are Open: Executive Summary (2017): p. 2.

2 – Rocío Lorenzo, Nicole Voigt, Karin Schetelig, Annika Zawadzki, Isabell M. Welpe, and Prisca Brosi, The Mix That Matters: Innovation Through Diversity (The Boston Consulting Group, 2017).

3 – Removed

4 – Meghna Sabharwal, “Is Diversity Management Sufficient? Organizational Inclusion to Further Performance,” Public Personnel Management, vol. 43, no. 2 (2014): p. 1-21.

5 – Derek R. Avery, Patrick F. McKay, Scott Tonidandel, Sabrina D. Volpone, and Mark A. Morris, “Is There a Method to the Madness? Examining How Racioethnic Matching Influences Retail Store Productivity,” Personnel Psychology, vol. 65, no. 1 (2012): p. 167-199.

6 – Rocío Lorenzo, Nicole Voigt, Karin Schetelig, Annika Zawadzki, Isabell M. Welpe, and Prisca Brosi, The Mix That Matters: Innovation Through Diversity (The Boston Consulting Group, 2017).

7 – Rocío Lorenzo, Nicole Voigt, Karin Schetelig, Annika Zawadzki, Isabell M. Welpe, and Prisca Brosi, The Mix That Matters: Innovation Through Diversity (The Boston Consulting Group, 2017).

8 – Alison Reynolds and David Lewis, “Teams Solve Problems Faster When They’re More Cognitively Diverse,” Harvard Business Review (March 30, 2017).

9 – Jeanine Prime and Elizabeth R. Salib, Inclusive Leadership: The View From Six Countries (Catalyst, 2014).

10 – Mariateresa Torchia, Andrea Calabrò, and Michèle Morner, “Board of Directors’ Diversity, Creativity, and Cognitive Conflict: The Role of Board Members’ Interaction,” International Studies of Management & Organization, vol. 45, no. 1 (2015): p. 6-24.

11 – Vanessa Fuhrmans, “Companies With Diverse Executive Teams Posted Bigger Profit Margins, Study Shows,” The Wall Street Journal, January 18, 2018.

12 – For a full overview of research on diversity and financial performance, see: Catalyst, Why Diversity and Inclusion Matter: Financial Performance (August 1, 2018).

13 – The authors measured profitability by average EBIT margin and value creation by economic profit (EP) margin. Vivian Hunt, Sara Prince, Sundiatu Dixon-Fryle, and Lareina Yee, Delivering Through Diversity (McKinsey & Company, 2018).

15 – The authors measured profitability by average EBIT margin. Vivian Hunt, Sara Prince, Sundiatu Dixon-Fryle, and Lareina Yee, Delivering Through Diversity (McKinsey & Company, 2018).

16 – Anat Drach-Zahavy and Revital Trogan, “Opposites Attract or Attack? The Moderating Role of Diversity Climate in the Team Diversity-Interpersonal Aggression Relationship,” Journal of Occupational Health Psychology, vol. 18, no. 4 (2013): p. 449-457.

17 – Stephan A. Boehm, David J.G. Dwertmann, Florian Kunze, Björn Michaelis, Kizzy M. Parks, and Daniel P. McDonald, “Expanding Insights on the Diversity Climate-Performance Link: The Role of Workgroup Discrimination and Group Size,” Human Resource Management, vol. 53, no. 3 (2014): p. 379-402.

19 – Stephanie N. Downey, Lisa van der Werff, Kecia M. Thomas, and Victoria C. Plaut, “The Role of Diversity Practices and Inclusion in Promoting Trust and Employee Engagement,” Journal of Applied Social Psychology, vol. 45, no. 1 (2015): p. 35-44.

20 – Sylvia Ann Hewlett, Melinda Marshall, and Laura Sherbin, “How Diversity Can Drive Innovation,” Harvard Business Review (December 2013).

21 – Dana Kabat-Farr and Lilia M. Cortina, “Sex-Based Harassment in Employment: New Insights into Gender and Context,” Law and Human Behavior, vol. 38, no. 1 (2014): p. 58-72; Lindsey Joyce Chamberlain, Martha Crowley, Daniel Tope, and Randy Hodson, “Sexual Harassment in Organizational Context,” Work and Occupations, vol. 35, no. 3 (2008): p. 262-295.

22 – Ream A. Shoreibah, Greg W. Marshall, and Jule B. Gassenheimer, “Toward a Framework for Mixed-Gender Selling Teams and the Impact of Increased Female Presence on Team Performance: Thought Development and Propositions,” Industrial Marketing Management, in press (2017).

23 – Ream A. Shoreibah, Greg W. Marshall, and Jule B. Gassenheimer, “Toward a Framework for Mixed-Gender Selling Teams and the Impact of Increased Female Presence on Team Performance: Thought Development and Propositions,” Industrial Marketing Management, in press (2017).

24 – Sharing innovative solutions at work often comes with the risk of being discredited or damaging reputations. Psychological safety is the ability of team members to feel safe when taking these risks—the team “has their backs.” Psychologically safe team members are more willing to speak up, make mistakes, and trust their colleagues to not undermine their work. Jeanine Prime and Elizabeth R. Salib, The Secret to Inclusion in Australian Workplaces: Psychological Safety (Catalyst, 2015).

25 – Sylvia Ann Hewlett, Melinda Marshall, Laura Sherbin, and Tara Gonsalves, Innovation, Diversity, and Market Growth (Center for Talent Innovation, 2013).

26 – Muhammad Ali, Isabel Metz, and Carol T. Kulik, “Retaining a Diverse Workforce: The Impact of Gender-Focused Human Resource Management,” Human Resource Management Journal, vol. 25, no. 4 (2015): p. 580-599.

27 -Muhammad Ali, Isabel Metz, and Carol T. Kulik, “Retaining a Diverse Workforce: The Impact of Gender-Focused Human Resource Management,” Human Resource Management Journal, vol. 25, no. 4 (2015): p. 580-599.

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Research Finds Females Favor Hiring Gay and Lesbian Job Seekers

Women are somewhat more inclined to hire gay, lesbian, bisexual, transgender and queer job candidates when compared to equally-qualified heterosexual applicants, according to a study headed by the University of Sussex. However, the contrary is true when the recruiter is a male. All else being equal, male recruiters and hiring managers judge perceived heterosexual applicants as more desirable to hire.

One would assume that a recruiter and hiring manager with more experience would not demonstrate prejudice bias. Surprisingly, this prejudice was stronger among people who had considerable experience of assessing resumes/ CVs.

Female recruiters scored homosexual candidates an average of 5.21 and heterosexual candidates 4.8.  Whereas males scored homosexual candidates 4.6 and heterosexual candidates 4.93.

The analysis in the Journal of Business and Psychology is the first to spot a favorable bias for gay and lesbian applicants in the hiring process. This manifests when only females are making the hiring decisions and are the make up the majority of the hiring process from initial resume scanning, through interviews and offers of employment. Since an all-female hiring panel is not common the LGBT job seeker remains at a huge disadvantage based on learned bias. Hiring panels made by groups of both women and men could result in less biased conclusions.

Dr. Ben Everly of Sussex’s School of Business, Management, and Economics, “These results reveal that prejudice against gay men and lesbians is considerably more nuanced than previous work indicates.”

Also, these outcomes can impact if and how gay men and lesbians reveal their homosexual identities on the job.  This can make many feel the need to be in the closet at work.

Across two experiments, around 400 people were randomly shown one of four resumes/CVs: that of a lesbian, a gay male, a straight female or a straight male. The resumes presented where identical in all details, such as professional expertise. The only differences were if it indicated a male or female indicated through the name – Greg Johnson (man) or Jennifer Lewis (female) and secondly for each gender it listed belonging to a professional association. Those were the Los Angeles Gay Business Professionals (LGBT applicants) or Los Angeles Business Professionals (straight applicants). Note there was only one-word difference in those organizations – Gay. During post-experiment screening, some participants that wrongly identified that a candidate’s sexual orientation had been taken out of the research.

The analysis also found signs that women perceived the gay and lesbians applicants to be warm and competent, which these factors affected their hiring choices.

Males, however, considered heterosexual candidates as more capable, which influenced their hiring choices, but revealed no difference in perceived warmth between the four candidates.

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Source: Journal of Business and Psychology

The Journal of Business and Psychology (JBP) is an international outlet for publishing high-quality research designed to advance organizational science and practice. Since its inception in 1986, the journal has published impactful scholarship in Industrial/Organizational Psychology, Organizational Behavior, Human Resources Management, Work Psychology, Occupational Psychology, and Vocational Psychology. http://www.springer.com/psychology/personality+%26+social+psychology/journal/10869

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Company Reviews – Good for Companies and Their LGBTQ Employees

OutBüro (OutBuro.com) is filling a gap in the gay, lesbian, bisexual, transgender and queer working and professional community by offering a Glassdoor.com-like service. On OutBüro LGBTQ employees may review their employers on not only general employee-related areas but those specific to the employer’s LGBTQ policies, benefits, culture, work-life balance, job security, CEO performance, and more.

OutBüro’s mission is to be an altruistic resource for both employer and employee by providing an open community of visibility.  

Employer Reviews

Company Reviews include a free-form text review along with prompting for pros and cons as well as a message to the CEO. Registered members’ ratings are displayed anonymously. Reviews must adhere to our Community and Company Reviews Guidelines. Other members may indicate a rating as helpful as well as flag inappropriate content for community self-governance. OutBüro’s founder, Dennis Velco, built and moderates LinkedIn’s largest LGBT professional group with 47k global members now as a service of OutBüro.

OutBüro empowers every LGBTQ person to add their past employers, if not already present. We are open to all company sizes from the small local business to Fortune 100. OutBüro’s Company Reviews directory is world-wide. No matter where an LGBTQ person lives and works they can have a voice in praising their employer or offering constructive feedback to be a catalyst for change.

Companies may claim their listing to gain additional features and ensure their information is correctly represented including the required responses to the presence of the following policies and practices:

  • Sexual Orientation Non-Discrimination Policy
  • Gender Identity Non-Discrimination
  • Domestic Partner Benefits
  • Supports LGBTQ Equality Globally (if operates in more than one country)
  • LGBT Inclusion Competency
  • Public Commitment to LGBTQ Equality
  • Requires Similar Policies for Contractors and Vendors

Add/claim your company today and invite your employee to review it. 

OutBüro (OutBuro.com) is a start-up company providing the LGBTQ workforce, professional a voice in improving our future. Our platform provides the ability to connect and dialog with others one on one and via topically focused groups at all levels of career phase from entry-level, professionals through entrepreneurs.

OutBüro’s Job Portal enables employers to attract quality LGBTQ candidates while demonstrating their commitment to the LGBTQ community. Job seekers may add their resume/CV to the growing search-able repository in an active and passive job search.

Why is this important?

Does your company have the policies listed above to protect your LGBTQ staff? If so, AWESOME. You are doing the right thing to create a welcoming and safe environment to attract and retain quality staff.

However, having policies are not good enough. They are only part of the equation. For example, Sexual Harassment Policies have been in place in the United States since the late ’70s. Today it seems nearly weekly sexual harassment case news seems to break of high profile individuals. Just think how many sexual harassment cases don’t make the local or national news. Further, think about how many incidences go completely unreported to even the HR department.

We aim to be a partner with you and your company by being a place where employees can voice their praise and accolades you deserve while also being the space where opportunities to improve can be brought to your attention. Both in an anonymous manner so that employees are comfortable in being honest. As noted we have a community content policy and Compay Review guidelines. We don’t want defamatory content and to that end, anyone, including you, may flag a review, image or comment for moderation – and potential removal if justified from the system. To submit a review every person must be an authenticated person. Should a Company Review warrant an internal investigation, upon your request, we’ll contact the submitter and ask if they are comfortable in coming forward.

Touting Your OutBüro Score

Just as many companies are rightfully proud of their HRC Corporate Equality Index Score and make public announcements about reaching their 100% score, we aim to be your grassroots measurement of your LGBTQ employee satisfaction rating. We hope and believe that as your OutBüro company record gains reviews that you’ll be touting your OutBüro score too in press releases and displaying your OutBüro score on your corporate HR and Recruiting website.

It will not only demonstrate that you have LGBTQ-friendly policies but that your current and recent past LGBTQ employees LOVE WORKING at the company. This will bolster your diversity recruiting and retention.

Articles on OutBüro

With our Premium membership, you’ll have the ability to post content on OutBüro’s blog via your profile – Submit Articles. This can be company news, industry news, events, and just about anything. We’d naturally love it to be diversity/LGBTQ focused, but general info is welcomed.

Early Adopter Pricing

We are eager to work with you and build our community. We, therefore, have aggressive early adopter pricing that will remain in effect for renewals as long as you maintain uninterrupted membership. If membership laps, renewing will then be at the current rates. We value relationships and maintaining them. The cost is currently kept very low to minimize the approval process within your company. Getting started is the most important thing.

Getting Started

To register, simply visit www.OutBuro.com.

  1. Complete at least 30% o your personal professional profile.
  2. From the EmployerRatings page search for your company. 
    1. If present, choose Claim Listing.
    2. If not present choose the Add Company button. Choose the 45-dat trial if you are an authorized person, main point of contact, etc.  The free listing meant for any employee to add an employer has very limited features enabled.  
    3. Complete the listing and explore the site.  Schedule your introduction chat with the OutBüro team.

Check out the growing knowledge base under the more menu for instructions.  Contact us if you need assistance.  

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