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Amidst evolving workplace and rising employee expectations, CFOs must get creative

Finance leaders see tech, talent and security investments as key to success in post-pandemic work

CHICAGO–(BUSINESS WIRE)–According to a new survey by Grant Thornton LLP, chief financial officers (CFOs) are navigating a new and different kind of war for talent — one in which employees have higher expectations and greater leverage than before the pandemic. Whether they win or lose this “war” may depend on how creative CFOs get while attracting talent and managing investments.

The 2021 Q2 CFO Survey — which polled 239 CFOs and senior finance executives at companies with annual revenues ranging from $100 million to more than $1 billion — revealed a few common threads, each of which has major implications for the future of post-pandemic work. For example, nearly two-thirds (64%) of CFOs said they’re worried talent shortages could impair their ability to meet short-term strategies.

“There are clear indications that CFOs are concerned about the looming war for talent,” said Tim Glowa, principal and leader of Grant Thornton’s employee listening and human capital services offerings. “Yet there are also conflicting messages on taking steps to actually fix it. Many organizations are saying people are expected to be back in the office, but that’s inconsistent with the data on what employees actually want.”

Staying competitive in a rapidly evolving labor market

The survey results and recent news indicate a sea change in the labor market. Specifically, employees are reluctant to surrender the increased flexibility they gained during the COVID-19 pandemic, while widespread talent scarcities have given them increased leverage as they consider their employment options.

The data detailed in the Q2 survey showed that CFOs are aware of this scarcity: 68% agreed that organizations will see a possible shortage of human talent in the next 12 months, while 56% of finance leaders said attracting and retaining key talent will be their most important human capital priority for the next 12 months. Yet achieving retention goals may also be a challenge: A third (33%) of CFOs said people are expected to be back in the office.

“When you have a widening gulf between what employers expect and what employees want, evaluating the benefits you offer becomes even more important to your business,” noted Glowa. The data concur: 67% of CFOs surveyed agreed that employee benefits are a major expense the finance function needs to control. Predictably, the benefit that garnered the strongest reaction was healthcare coverage: 72% agreed healthcare costs need to be controlled.

As costs such as healthcare continue to rise, Glowa believes a CFO’s creativity may be more important than ever. “CFOs have always played a pivotal role in shaping their organizations’ futures,” he added, “and now they have an incredible opportunity to shape post-pandemic work. By finding ways to enhance benefits and more effectively spend money allocated to benefits programs — and it’s certainly possible to do both — you can attract and retain the kind of top talent your company needs.”

Time to get creative

For CFOs, creativity is often directly linked to investments. According to the Grant Thornton Q2 CFO Survey, finance leaders are focusing on three key investment areas: real estate, technology and cybersecurity.

Expecting a rise in fraud activity, more than half (54%) of CFOs said their cyber risk and security costs will increase during the next year. Furthermore, survey data indicate many CFOs are emerging from the pandemic with a desire to enhance their technological capabilities. Forty-seven percent of the finance leaders said they plan to invest in technology that solves urgent business issues, while 53% said they plan to invest in technology infrastructure that will help equip, enhance and protect their company in the future. And while nearly one-fourth (24%) of the CFOs surveyed expect real estate costs to drop, 32% expect that cost to rise.

Support for American Jobs Plan

Finally, when asked about the Biden administration’s American Jobs Plan, senior finance leaders thought the legislation is good for jobs and the economy. Fifty-one percent said the legislation would have a positive impact on workforce hiring, while 45% believed it would have a positive impact on corporate taxation. And just over half (51%) of CFOs said the American Jobs Plan would have a positive impact on corporate growth.

“CFOs seem to view the administration’s investment policies favorably,” said Bill Marx, national managing partner of the Tax Reporting and Advisory practice at Grant Thornton. “The generally positive views on tax policy indicate they may be willing to pay for the government investment in the economy.”

When comparing private versus public company views on tax policy, Marx explained some core differences: “Positive feelings toward both investment and the tax policy are more strongly felt by private businesses and smaller middle-market enterprises. Publicly traded and larger businesses are more evenly split on proposed policy and tax changes, as they would be most affected by the proposed tax increases.”

Ultimately, this Q2 survey unveiled ample insights into the way CFOs are preparing for a post-pandemic business environment.

“In many ways, our new business environment will be more expensive than it was before the pandemic,” concluded Glowa. “We’re heading into uncharted territory, and how CFOs and other executives respond to this war for talent and a new administration in Washington will be key for every company’s success.”

To see additional findings from Grant Thornton’s Q2 CFO survey, visit www.grantthornton.com/2021Q2CFOSurvey.

About Grant Thornton LLP

Founded in Chicago in 1924, Grant Thornton LLP (Grant Thornton) is the U.S. member firm of Grant Thornton International Ltd, one of the world’s leading organizations of independent audit, tax and advisory firms. Grant Thornton, which has revenues of $1.92 billion and operates more than 50 offices, works with a broad range of dynamic publicly and privately held companies, government agencies, financial institutions, and civic and religious organizations.

“Grant Thornton” refers to Grant Thornton LLP, the U.S. member firm of Grant Thornton International Ltd (GTIL). GTIL and the member firms are not a worldwide partnership. Services are delivered by the member firms. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or omissions. Please see grantthornton.com for further details.


Adam Bond

T +1 312 602 8332

E adam.bond@us.gt.com
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Rushing Recruitment Can Be a False Economy, Firms Warned

Pre-hire tests and assessments can help identify if new hires will fit in

NEW YORK–(BUSINESS WIRE)–#Questionmark–Businesses are ramping up recruitment to secure the people they need with the right modern skills for the post-pandemic economy. But “recruitment in a rush” could store up problems for the future, warns Questionmark, the online assessment provider.

United States (US) employers created 850,000 jobs in June alone.1 Half of United Kingdom (UK) firms are planning to hire.2 Yet 87% of employers are facing a gap between the skills they need and those available to them in the workforce.3 So, recruitment is the answer to bring vital new skills into the business.

The new Questionmark report, “Skills, Culture, Vocation: Finding the Right Recruits” urges employers to ensure the “person-organization” fit of new hires. If a new team member does not share their employer’s goals and values, it can place culture and productivity at risk.

Staff members that feel a sense of belonging are six times more engaged than those that don’t.4 And a clash of culture is one of the main reasons that people part company with their employer.5

John Kleeman, Founder of Questionmark, said: “Hiring quickly can prove a false economy. If a new starter is not the right fit for the organization, they probably won’t last long. Replacing an employee costs about a third of their salary. Employers must get recruitment right.”

Measuring the skills, attitudes and values of someone before hiring them can help employers check they have the right person-organization fit. Skills assessments can show whether they have what it takes to do the job. Measuring their attitudes and values will indicate whether they are likely to be a good fit for culture.

Questionmark provides a range of ready-made assessments to test business skills such as data literacy, digital marketing and customer care.

Questionmark Thinking Skills Assessment by Cambridge Assessment enables employers to measure the critical-thinking and problem-solving skills of job applicants. This can indicate how likely a potential recruit is to progress within an organization.

Read the full report: “Skills, Culture, Vocation: Finding the Right Recruits”.


Notes to editors

About Questionmark

Questionmark unlocks performance through reliable and secure online assessments.

Questionmark provides a secure enterprise-grade assessment platform and professional services to leading organizations around the world, delivered with care and unequalled expertise. Its full-service online assessment tool and professional services help customers to improve their performance and meet their compliance requirements. Questionmark enables organizations to unlock their potential by delivering assessments which are valid, reliable, fair and defensible.

Questionmark offers secure powerful integration with other LMS, LRS and proctoring services making it easy to bring everything together in one place. Questionmark’s cloud-based assessment management platform offers rapid deployment, scalability for high-volume test delivery, 24/7 support, and the peace-of-mind of secure, audited U.S., Australian and European-based data centers.

1 https://apnews.com/article/jobs-report-june-19c34ac90dbfa0f45bc9dac2a086cbfc
2 https://www.bbc.co.uk/news/business-56149661
3 https://www.mckinsey.com/featured-insights/coronavirus-leading-through-the-crisis/charting-the-path-to-the-next-normal/mind-the-skills-gap
4 https://www.glintinc.com/blog/why-belonging-is-important-at-work-employee-engagement-and-diversity/
5 https://blog.smarp.com/employee-engagement-8-statistics-you-need-to-know


US: Kristin Bernor, external relations: Kristin.bernor@questionmark.com +1 203.349.6438

UK: James Boyd-Wallis: james.boyd-wallis@fourteenforty.uk +44 7793 021 607

Australia and New Zealand: Chelsea Dowd: chelsea.dowd@questionmark.com +61 2 8073 0527

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Seismic appoints Linda Ho as Chief People Officer

Seismic bolsters executive bench with technology HR leader

SAN DIEGO–(BUSINESS WIRE)–Seismic, the global leader in sales enablement, today announced Linda Ho has joined as Chief People Officer. In her new role, Linda will lead Seismic’s People Operations team and elevate the company’s talent programs including culture, organization and leadership development, talent acquisition, total rewards, facilities, and internal communications.

Prior to joining Seismic, Linda spent 14 years in various HR leadership roles at Autodesk, focused on the intersection of employee experience and business strategy. Most recently, Linda served as Vice President, Culture and Capability at Autodesk, focusing on culture transformations and creating a diverse, equitable and inclusive work environment. She previously held HR leadership roles at Life Technologies and LightConnect Inc.

“I’m thrilled for Linda to join us as our first-ever chief people officer. Throughout the interview process, I was impressed by her deep business knowledge, professionalism, and appreciation for the importance of culture,” said Doug Winter, co-founder and CEO, Seismic. “The breadth of Linda’s leadership experience will serve us well as we continue our path towards IPO and growth in the years ahead.”

Linda joins Seismic during a period of significant growth and momentum at a global scale. The company recently surpassed $200M in annual revenue run rate and is expanding rapidly in Europe and Asia-Pacific markets. At Seismic, she will guide efforts to protect, enhance and formalize Seismic’s company culture, which has been recognized as a top workplace culture by organizations and publications including Forbes, Inc., Comparably, the San Diego Union-Tribune, and the Boston Business Journal.

“Seismic is well-known for its amazing culture, but I’m also excited to join the company because I’m bullish about the opportunity in the sales enablement space,” said Linda. “Seismic’s platform makes a difference in sellers’ lives every single day by streamlining their collaboration and onboarding experiences. Helping employees be more productive and successful is my life’s work so it’s exciting to see this mirrored in Seismic’s offerings.”

Outside the office, Linda serves as a senior faculty member for the Josh Bersin Academy, a global professional development academy for HR practitioners. She is an active mentor and a former board member for the Autodesk Employee Relief Foundation. Linda holds an MBA from the Foster School of Business at the University of Washington, as well as a Bachelor of Arts from the University of California, Irvine. She lives with her family in the San Francisco Bay Area.

Seismic is actively hiring across all departments and regions of the organization. For information on current career opportunities at Seismic, please visit seismic.com/company/careers.

About Seismic

Seismic is the industry-leading sales enablement and digital sales engagement solution, aligning go-to-market teams and empowering them to deliver engaging buyer experiences that drive growth. Seismic’s Storytelling PlatformTM delivers innovative capabilities for marketers to orchestrate content delivery across all channels, and for sellers to engage with prospective buyers in a compelling, resonant manner at every step of the buyer journey. More than 700 enterprises including IBM and American Express have made Seismic their sales enablement platform of choice. The Seismic Storytelling PlatformTM integrates with business-critical platforms including Microsoft, Salesforce, Google and Adobe. Seismic is headquartered in San Diego, with offices across North America, Europe, and Australia.

To learn more, visit Seismic.com and follow us on LinkedIn, Twitter and Instagram.


Natalie Beaulieu

Senior Public Relations Manager, Seismic


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Celential.ai Releases 2021 Silicon Valley Software Engineering Talent Report, Offering Exclusive Insights into the Supply of this High-demand Workforce

The report is developed with a talent graph of 5M+ software engineers in North America and proprietary AI algorithms for deep understanding

SUNNYVALE, Calif.–(BUSINESS WIRE)–#HRCelential.ai, a leading AI-driven, human-assisted virtual recruiting service, today released its 2021 Silicon Valley Software Engineering Talent Report. The report reveals the actual size and structure of the software talent sector and delivers quantitative breakdowns of experience, tenure, educational background, and salary across a variety of roles. It aims to inform more objective, targeted recruiting strategies for companies in this highly competitive landscape. The report is built on a talent graph of 5M+ software engineers in North America and proprietary artificial intelligence algorithms to understand each individual deeply.

“A booming tech sector with seemingly daily IPOs exacerbated the war for tech talent. From where to locate your next office to what kind of candidates to expect in the pipeline, hiring managers and recruiters need to be armed with accurate insights,” said Ilias Beshimov, Co-founder and VP of Product at Celential.ai, who led the development of the report. “We are tapping into our talent graph to deliver this report, the first of many to come, to help the industry up-level how they operate and make decisions.”

Key findings from the report include:

  • Silicon Valley has a total of 341K software engineers.
  • Backend engineers make up the majority of the talent pool at 38%, followed by quality assurance (QA) engineers at 10% and frontend engineers at 8%.
  • Almost 1/3 of software engineers have four years of experience or less. DevOps engineers are generally more experienced compared with other roles.
  • Software engineers stay two years and nine months in their first job on average, as compared to two years and three months in their second job.
  • About 50% of software engineers earned their undergraduate degrees from a foreign country, primarily India (57%) and China (18%).
  • Almost 10% of software engineers are self-taught without a college degree.

This report is underpinned by Celential.ai’s rich talent graph created using thousands of signals and hundreds of data sources across the web. With its proprietary machine learning, natural language processing, and data science algorithms, Celential.ai is able to derive a comprehensive understanding of each individual’s background, expertise, and career trajectory to reveal unique perspectives of the workforce for specific regions and verticals. Celential.ai is set to release a series of reports to empower business owners, engineering leaders, and recruitment professionals to better navigate various talent markets and make more strategic hiring decisions.

To learn more about the landscape of software engineers in Silicon Valley, download the full report. Read the Celential.ai blog for a summary of highlights from the report.

About Celential.ai

Celential.ai transforms how organizations hire and retain a diverse workforce with Virtual Recruiter, an AI-driven and human-assisted recruiting service that provides hiring teams with engaged, high-quality talent. It currently focuses on solving the top-of-the-funnel talent sourcing problem for technical and sales recruiting. Celential.ai’s Virtual Recruiter service uses precision matching and 360-degree mutual-fit assessment, simulating human experts, to match candidates to job openings from its graph of over 10 million engineers and salespeople in the U.S. and Canada. Virtual Recruiter then engages qualified candidates through automated and personalized communication before delivering skilled and engaged candidates in a matter of days. For more information, visit https://www.celential.ai.


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Great Western Bank Announces Appointment of Director of Diversity, Equity and Inclusion

SIOUX FALLS, S.D.–(BUSINESS WIRE)–$gwb–Great Western Bank (GreatWesternBank.com) is pleased to announce the appointment of Macala Carter as the Bank’s first Director of Diversity, Equity and Inclusion (DEI). In this new role, Ms. Carter will spearhead the Bank’s DEI strategy and develop measurable institutional outcomes in support of an inclusive and diverse workforce and culture reflective of the Bank’s communities.

Ms. Carter joined Great Western Bank in 2012. Ms. Carter was appointed Chair of the DEI Council in early 2021 and has already led several impactful initiatives, including the seven week #BeU Campaign where Bank employees pledged to support DEI efforts, participated in volunteer opportunities, training, the World Day of Cultural Diversity and Cultural Culinary Experiences; speaking events surrounding awareness and education for Juneteenth; and this month’s Pride Month Campaign that includes training, LGBTQ speaking events and Drag Queen Story Time.

“Macala’s passion for DE&I is infectious,” said Chief Executive Officer, Mark Borrecco. “She is the right leader at the right time.”

Ms. Carter’s commitment to DEI includes her work on various volunteer initiatives and community organizations in Nebraska. Ms. Carter serves as the Treasurer on the Board of Directors for Leadership Lincoln, an organization that is dedicated to developing diverse leadership; Vice President of the Board for the Lancaster Foundation for Adults with Mental Disabilities, an organization devoted to helping individuals with mental challenges; the President-Elect of the Board of Directors for Family Services of Lincoln, which provides quality programs and services to assist and strengthen individuals and families; and has also volunteered on the Boards of Girl Scouts USA and NetWorks. She is also a graduate of the Nebraska Bankers Association and is a Selected Participant of Leadership Nebraska.

Ms. Carter stated, “My commitment is to reinforce a culture that recognizes what makes each of us both common and extraordinary and to recognize and celebrate differences. In a truly diverse and inclusive work environment, there’s increased job satisfaction, a deepened level of trust, and heightened employee engagement. It’s a simple equation; supporting diversity and inclusion is about adding to, not taking away.”

About Great Western Bank

Great Western Bank is a full-service regional bank focused on relationship-based business and agribusiness banking. Great Western services its customers through more than 170 branches located in nine states: Arizona, Colorado, Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota and South Dakota. Great Western Bank offers small and mid-sized businesses a suite of financial products and a range of deposit and loan products to retail customers through several channels, including the branch network, online banking system, mobile banking applications and customer care centers. Great Western Bank is a wholly owned subsidiary of Great Western Bancorp, Inc. (NYSE: GWB). To learn more about Great Western Bank visit www.greatwesternbank.com.


Alexis Feterl, Communications Director


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U.S. Workforce Volatility Spikes Nearly 70% in Q2 2021, According to Workforce Logiq’s Latest Predictive Benchmark Report

Public safety jobs increase threefold in volatility as officers seek growth opportunities and positive work environments

ORLANDO, Fla.–(BUSINESS WIRE)–Workforce Logiq, a global provider of AI-powered workforce intelligence, technology, and services, today released its Workforce Management Employee Predictive Volatility Benchmark Flash Report Q2 2021. The analysis reveals a 69% quarterly increase in the number of workers in top volatility categories. This spike, which follows three consecutive quarters of improvement in the Top 35 job categories, is 14% higher than the workforce volatility during the peak of the pandemic, which brought a record-breaking unemployment rate. This predictive benchmark indicates more U.S. professional and knowledge workers will be open to changing jobs and taking unsolicited recruiting calls over the next 60-90 days.

“As pandemic life recedes, U.S. workers are actively rethinking their job and career choices and searching for roles that offer more money, flexibility, advancement opportunities, and more, which is leading to a dramatic increase in employee resignations,” said Jim Burke, Workforce Logiq’s CEO. “Our quarterly and year-over-year predictive volatility benchmarks highlight the impact of this ‘Great Resignation’ period and indicate this trend will continue well into the fall.”

Other key findings from the analysis include:

  • Public Safety had the highest Q2 employee volatility increase in the Top 35 job categories, up 300% over Q1, followed by Skilled Trade (+204%) and the Military (+201%). Police reform and racial justice protests have led to a historic number of officer departures, with many pursuing employment opportunities in more welcoming geographies and adjacent sectors. Workforce Logiq’s predictive 5D ProfileSM data shows growth opportunities and positive work environments are the two workplace attributes that public safety officers value the most.
  • Every Top 35 job category and U.S. state showed a significant volatility increase in Q2. Finance, the least volatile job category, was up 47%. This is in stark contrast to Q1 2021 where over 70% of job categories showed improvement. U.S. states increased 45% overall in volatility since Q1 and 12% year-over-year.
  • States with lower vaccination rates exhibited higher levels of quarterly employee volatility. Mississippi had the highest quarterly volatility increase (+73%) of all states and exited Q2 with the lowest vaccination rate in the U.S. The correlation suggests employees in these states may have higher risk tolerances and are more apt to embrace career changes and new opportunities.
  • Wyoming (+70%), Montana (+68%), West Virginia (+67%), and Maryland (+66%) follow Mississippi as the top five states with the highest Q2 volatility percentage increases. New Hampshire had the lowest quarterly increase of +32% of all 50 states, right behind Virginia (+37%), New Jersey (+36%), and Connecticut (+34%).

“Successfully navigating the Great Resignation era will require employers to get out in front of workforce retention issues while quickly winning over high-quality external candidates who are eager to make a move,” said Dr. Christy Petrosso, Workforce Logiq’s Chief Data Scientist and Talent Economist. “Predictive tools surface critical insight on the workers most at risk of quitting and why, where to look for the best new talent, potential future skills gaps, and more. Employers can use this intelligence to proactively address attrition before it impacts the business, upskill the existing workforce, and acquire the right talent to meet immediate and future needs.”

The market analysis is based on proprietary and predictive insight from Workforce Logiq’s Total Talent Intelligence® platform and examines workforce volatility across states, metropolitan statistical areas (MSAs), job functions, and major industry sectors. Workforce Logiq uses proprietary AI models to calculate industry, company, and candidate-specific Talent Retention Risk (TRR) ScoresSM and predict the likelihood of professional and knowledge workers being receptive to unsolicited recruiting messages and job opportunities over the next 60-90 days.

The company tracks, aggregates, and analyzes more than 2,000 events, triggers, and shocks that can impact employment volatility – macroeconomic trends, company-level social media and news sentiment, employee churn indicators, industry news and events, and more – from more than one billion data points, 40,000 sources, and analytics on over 19 million global companies.

Workforce Logiq’s predictive data science and Likely to ENGAGE algorithm were featured in a Harvard Business Review article. Candidates that Workforce Logiq identified as “most likely” to be receptive to new job opportunities were twice as receptive to unsolicited recruitment messages and 63% more likely to change jobs compared to those identified as “unlikely” to be receptive.

To learn more about the current state of the U.S. labor market and employment volatility, download the full report.

To learn more about Workforce Logiq’s predictive insights and how the company equips global organizations to win and retain the talent they need to grow, visit workforcelogiq.com.

About Workforce Logiq

Workforce Logiq, a global provider of AI-powered workforce intelligence, technology, and services to large corporations, enables organizations to win and retain the talent they need to grow. With clients in 50+ countries, Workforce Logiq provides expert guidance, real-time and predictive analytics, and patented and award-winning technologies. Workforce Logiq’s universal sourcing solution addresses all elements of its clients’ acquisition and retention programs, including permanent (RPO), contingent (MSP), and freelance/“gig” (FMS) workers. Backed by global investment firm The Carlyle Group, the company helps clients attain greater management, performance, and financial control over their talent supply chains.

Workforce Logiq was named the #1 global MSP provider for two consecutive years in HRO Today’s Baker’s Dozen Rankings due to its continued commitment to provide its clients with innovative workforce management solutions delivered through its Total Talent Intelligence® platform.

For more information visit http://www.workforcelogiq.com, follow on Twitter @WorkforceLogiq, or connect with Workforce Logiq on LinkedIn.


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Hiretual Releases Market Insights Feature Updates With Diversity Intelligence in All Reporting

New Features Provide Diversity Insights and Talent Market Data to Fill Hiring Gaps.

MOUNTAIN VIEW, Calif–(BUSINESS WIRE)–Hiretual, the global talent platform and pioneer of AI-powered candidate searches, announced today amplified functionalities of its Market Insights feature to provide hiring teams with flexible talent intelligence capabilities during a year of shifting employee and job-seeker behavior. The updates also improve the quality of candidate searches for underrepresented talent by giving companies comprehensive talent reports to put effective diversity hiring plans in action.

As hiring trends continue to fluctuate, employers are looking for targeted and personalized hiring approaches to best match ideal employment opportunities for talent today. Hiretual’s enhanced Market Insights features give companies more data visualizations and customizations to narrow down on a targeted area of the talent market for candidate searches.

The platform’s Diversity Intelligence capabilities provide companies with robust reporting to drive impactful diversity hiring strategies in the right places and to the right people. These reports aggregate data on how diverse talent pools are responding to the market, including the top locations, companies and schools they come from. Hiretual analyzes these data points to predict benchmarking factors, such as average tenure and average market value, to help teams prepare for better attraction and retention rates of minority talent.

“As organizations combat hiring challenges like the Great Resignation as well as prioritize embracing a culture of diversity and inclusion, talent intelligence has become critical for hiring teams,” said Steven Jiang, CEO and co-founder of Hiretual. “Hiretual’s Market Insights gives companies the ability to allocate hiring resources tailored toward a particular group of talent, segmented by factors including location, average market value and seniority, for hiring teams across the country.”

Market Insights feature updates include:

  • Talent Pipelines: Talent teams can now generate insights reports on candidates in different stages of their Hiretual pipeline, including those who have been imported from an applicant tracking software (ATS). Reports can be customized before exporting to show select charts.
  • AI Sourcing Search Results: Talent teams have the opportunity to generate insights on candidates surfaced after creating a search with Hiretual’s AI Sourcing. Charts can be clicked to generate a list of candidate profiles attributed to each data point.
  • Interactive charts in Hiretual’s Market Insights tab: Talent teams can click into each chart to generate a list of candidate profiles attributed to each data point. Profiles can be added to an existing or new AI Sourcing project directly from the chart.

“Hiretual’s new diversity intelligence product takes sourcing to the next level,” said Keirsten Greggs, founder at TRAP Recruiter. “By offering organizations committed to building diverse talent pipelines a centralized location for sourcing across underrepresented communities including gender, race, and veteran status, really gives everyone an opportunity to help fill any open role.”

About Hiretual

Hiretual is an AI-Powered Global Talent Platform that empowers businesses to achieve their goals by hiring the right people and bringing forth visibility of underrepresented talent. Our Talent Data Cloud is your single source of truth for recruitment, built as a system of native integrations to centralize and refresh siloed data. Experience AI Sourcing across 45+ platforms to go beyond typical resumes and uncover real candidate potential. Build personalized outreach campaigns with sequences, tracking and calendar scheduling for meaningful connections. For more information, visit hiretual.com.


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Gloat Raises $57M Series C to Help Employees Thrive and Businesses Execute Faster in the New World of Work

Round led by Accel will accelerate product innovation and meet surging demand following 4x year-over-year customer growth

NEW YORK–(BUSINESS WIRE)–Gloat, pioneers of the Talent Marketplace platform that is reinventing work and careers in global enterprises, today announced a $57M Series C funding round led by Accel, with participation from existing investors Eight Roads Ventures, Intel Capital, Magma Venture Partners, and PICO Partners. With total funding of $92M, the company will accelerate product innovation and market expansion as it aims to bring workforce agility to every enterprise and more dynamic careers to every individual.

Gloat was founded in 2015 by Ben Reuveni, Amichai Schreiber and Danny Shteinberg, with the belief that the traditional approach to work, jobs and careers that has been at the heart of enterprise operations since the industrial revolution is now holding businesses and their people back. In an age where the speed of change demands greater agility and adaptability than ever before, enterprises need a more agile operating model. That is why Gloat built the Talent Marketplace – an AI-powered platform that dynamically connects employees with internal work and development opportunities like projects, full-time roles and mentorships that align to their skills and aspirations. The Talent Marketplace helps enterprises break down operational silos and quickly draw on talent from across the business, while democratizing career opportunities for employees and empowering them to navigate more dynamic, experience-driven careers on their own terms.

Leading global enterprises such as Unilever, Schneider Electric, Seagate, Nestlé, Novartis, MetLife, HSBC, and ABInBev are benefiting today from Gloat’s platform. Within four months of deploying Gloat, Seagate Technology saved $1.4 million by efficiently managing and deploying talent. Unilever has been able to resource more than 4,000 business projects (equivalent to over 500,000 working hours), 60% of which included talent from a mix of business functions and geographies. Projects at the consumer goods giant included a new ice cream product launch that broke time-to-market records and launches of dozens of new hygiene products to meet surging demand amid the COVID-19 pandemic.

“We’re living through a paradigm shift in the way leading enterprises are managing talent and work within their organizations. Traditional silos, rigid hierarchies and legacy HR technologies keep employees trapped, with limited opportunities for growth, and slow organizations down,” said Gloat CEO and Co-Founder Ben Reuveni. “The most forward-thinking and future-ready companies are breaking down these silos and embracing a more agile approach to workforce management powered by the Talent Marketplace.”

The urgent need to respond to change amidst the pandemic was an accelerant for many organizations to embrace a more agile operating model with the Talent Marketplace, as Gloat’s customer base grew 4x, ARR grew 5x, employee count tripled, and Gloat’s user base expanded to more than 120 countries. Gloat’s new funding comes as businesses are emerging from pandemic lockdowns and having to once again adapt to a new world of work.

“As companies are adapting their workforces to be more flexible and take advantage of remote workers, new tools are needed to optimise productivity and ensure equality of opportunities,” said Philippe Botteri, Partner at Accel. “Gloat pioneered the Talent Marketplace to solve that, and it’s now becoming a strategic tool for global enterprises. Some of the world’s largest, most forward-looking companies are benefiting from the workforce agility enabled by Gloat’s AI-powered platform. The Accel team is looking forward to partnering with Gloat on the next stage of its journey, bringing this fundamentally new way of developing talent and managing work to every global enterprise.”

About Gloat

Founded in 2015, Gloat is redefining the future of work with its mission to democratize career development, unlock skills, and help enterprises build a future-proof workforce. It pioneered the AI-powered Talent Marketplace being used by the world’s leading global enterprises today. The company was founded by Ben Reuveni, Amichai Schreiber and Danny Shteinberg and is based in New York, with offices across the globe and a large R&D center in Tel Aviv, Israel. www.gloat.com

About Accel

Accel is a global venture capital firm that is the first partner to exceptional teams everywhere, from inception through all phases of private company growth. Arista, Atlassian, Braintree, Celonis, CrowdStrike, Deliveroo, DJI, Dropbox, Etsy, Facebook, Flipkart, Freshworks, Jet, Kayak, Lynda.com, Qualtrics, Rovio, Slack, Spotify, Supercell, Swiggy, Tenable, UiPath, and Venmo are among the companies the firm has backed over the past 35+ years. We help ambitious entrepreneurs build iconic global businesses. For more, visit www.accel.com or www.twitter.com/accel.


Ruslan Tovbulatov


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New Slack Research Shows How Companies Can Win the War for Talent in the Post-Pandemic World

Study from Future Forum, a Slack-backed consortium, shows that 93% want flexibility in when and how they work; more than half are open to a job change

SAN FRANCISCO–(BUSINESS WIRE)–The Future Forum, a consortium launched by Slack Technologies, Inc., (NYSE: WORK) to help companies reimagine work in the new digital-first workplace, is releasing a new global study that unpacks how 15 months of pandemic work has shifted employee expectations. The Future Forum Pulse shows that flexibility now ranks second only to compensation in determining job satisfaction: 93% of knowledge workers want a flexible schedule, while 76% want flexibility in where they work.

And employers should take note: One in five (21%) knowledge workers is likely to jump to a new company in the next year, and more than half (56%) are open to looking for a new position.

The Future Forum Pulse is based on data from more than 10,000 knowledge workers in the U.S., Australia, Germany, Japan, France, and the U.K (see detailed methodology below). In addition to the research report, the Future Forum is also releasing three playbooks developed with Herman Miller, Boston Consulting Group (BCG) and Management Leadership for Tomorrow (MLT) in consultation with a network of C-suite executives from companies as diverse as Chobani, Levi’s and the Royal Bank of Canada.

The research and the playbooks paint a picture of flexible work that is more nuanced than the choice between office-based or remote work. Instead, flexibility is shown to require a new working model that delivers always-on access to information, creates channels for consistent communication and carves out predictable working rhythms—without having to revert to an office-based 9-to-5 schedule.

“The past year shifted everyone’s expectations: People don’t want to go back to pre-pandemic norms of office life, but they are also eager to turn the page on the all-remote experiment that was forced upon them for the past 15 months. Companies who want to attract and retain top talent must look forward to an entirely new way of working: a flexible model that fundamentally reimagines not just where but also when and how people work.” —Brian Elliott, Future Forum Executive Leader

Here are three key insights from the Future Forum Pulse:

1. Flexible working hours are more important than flexible locations.

Flexible work, in all its forms, has become a default expectation for knowledge workers. Ninety-three percent want flexibility in when they work, while 76% want flexibility in where they work.

Location flexibility has a significant impact on knowledge workers’ ability to manage stress (58% higher for those working fully remote), their work-life balance (45% higher) and their overall satisfaction at work (30% higher).

But schedule flexibility has an even more dramatic impact: Employees are more productive and significantly less stressed—and they even report being better connected to the people and information they need to get the job done.

But flexibility has its limits. Knowledge workers still want some structure in their workday. Two-thirds (65.6%) want a balance between full flexibility and a predictable framework. Typically, this consists of a limited set of core team hours (e.g., 10 a.m.–2 p.m.) for meetings and quick responses, while allowing for individual flexibility the rest of the day.

2. The office has a role to play, but digital infrastructure is the big differentiator.

In the pre-pandemic era, leading-edge companies spent vast sums on offices in prime locations and campuses with elaborate perks. In the post-pandemic era, that same investment should be rerouted to digital infrastructure.

Fewer than 20% say they see the office as a place for focused, solo work. Instead, more than 80% of knowledge workers say they want access to an office for in-person collaboration and team building—activities like collaborating with co-workers and clients (32.9%), attending in-person meetings (19.9%) and building camaraderie (25.2%).

If offices are primarily for in-person collaboration and team building, then digital channels are where work happens. Companies that make the required investments in new digital infrastructure see dramatic improvements, compared to those relying on legacy systems. This shows up not only in expected areas such as productivity (+54%) but also in the sense of belonging (over 2x) and ability to manage stress and anxiety (over 5x).

The Future Forum Pulse also shows that the frequency of communication within teams has a major impact on employee satisfaction. Knowledge workers who use digital infrastructure to communicate multiple times per day score significantly better than those who rarely communicate: They have nearly 3x the sense of belonging and over 2x the ability to manage stress and anxiety.

3. Flexible work is a game changer for working mothers and Black knowledge workers.

In the U.S., working mothers have carried a disproportionate burden through the pandemic, with half a million more women leaving the labor force than men. Even though women were working from home, the pandemic put a spotlight on the rigidity of work schedules, which led to unprecedented burnout and attrition. The Pulse shows this in stark detail: Women with kids score lower than men with kids across each element of the Pulse, including work-life balance (-38%), ability to manage stress (-50%) and sense of belonging (-23%).

Flexible working models are a potential game changer. Women with kids say that the number one benefit of a flexible schedule is “being better able to take care of personal or family obligations during the day” (men with kids rate “better work-life balance” as the key benefit). Normalizing and encouraging flexibility for all employees is one of the keys to reversing these numbers.

Black knowledge workers also have lower satisfaction scores across the board. They have consistently lower satisfaction with their relationships at work, are less likely to believe that they are treated fairly at work, and are more likely to believe they need to justify their work to their manager. Not surprisingly, Black employees are even more likely to be looking for new opportunities in the coming year: 72% of Black employees versus 51% of white employees.

Flexible work opens the door to reversing these trends. Black knowledge workers are more likely to say that working remotely is better for their sense of belonging than to say it’s worse, while the opposite is true for white knowledge workers. Sixty-eight percent of Black knowledge workers want flexible work policies, compared to 56% of their white counterparts.

For companies seeking to improve diversity, geographic distribution matters: About 60 percent of the Black labor force is located in the U.S. South, compared with only one-third of private sector jobs. Building diverse and inclusive teams is possible only when companies embrace the real flexibility that creates equitable access to opportunity.

Winning the war for talent depends on asking three big questions:

  1. How do we offer flexibility as a basic benefit? Giving employees flexibility in when and where they work is not a perk; it’s a core principle of how a modern company operates.
  2. How do we reimagine our infrastructure to create connection? It’s no longer just about office space. It’s about the digital center of gravity where work gets done.
  3. How do we reskill our managers to ensure that diversity, equity and inclusion are a core competency? This is a vital step toward ensuring that companies have the ability to attract and retain the best, most diverse talent available.

The specific answers will look different for each industry and each company. Winning the war for talent depends on accepting that there is no going back to the pre-pandemic world of work. Attracting and retaining the best talent depends on moving forward.

Additional content:


Survey of 10,447 knowledge workers in the USA, Australia, France, Germany, Japan and the U.K. conducted by Qualtrics April 26 to May 6, 2021. The survey did not target Slack employees or customers. Respondents were all knowledge workers, defined as employed full-time (30 or more hours per week) and either having one of the roles listed below or saying they “work with data, analyze information or think creatively”: Executive Management (e.g., President/Partner, CEO, CFO, C-suite), Senior Management (e.g., Executive VP, Senior VP), Middle Management (e.g., Department/Group Manager, VP), Junior Management (e.g., Manager, Team Leader), Senior Staff (i.e., Non-Management), Skilled Office Worker (e.g., Analyst, Graphic Designer).

The Future Forum Pulse measures how knowledge workers feel about their working lives, on a five-point scale (from “very poor” to “very good” across seven dimensions on a scale from -60 (most negative) to +60 (most positive).


Steve Sharpe


14 Ways to Support LGBT Employees - Dennis Velco - OutBuro - Employee Engagement Satisfaction Talent Acquisition Recriuting Recruitment Marketing Job Seeker Canidate Attraction Profressional Community

14 Ways to Support LGBT Employees (2021)

Over the past 16 years or so, companies and organizations in all industries have moved towards embracing, supporting, and championing LGBTQ workplace equality. Focusing on creating a safe and welcoming workplace for gay, lesbian, bisexual, transgender, queer, intersex, asexual, pansexual, heteroflexible, and questioning (LGBTQIA+) employees have many benefits beyond just being the right thing to do. Many studies have clearly demonstrated that companies that truly support diversity and inclusion as part of their corporate DNA thrive in many areas such as but limited to:

  • Innovation
  • Employee satisfaction and engagement
  • Increased employee retention
  • Higher qualified talent acquisition pool
  • Increased productivity
  • Improved team collaboration
  • Improved employee mental health
  • Reduction of absentee/sick days
  • Increased brand positive LGBTQ and ally perception
  • Client/customer satisfaction
  • Increase in financial performance
  • Shareholder value

So, supporting LGBTQIA+ employees is not just the right thing to do, it is good for business too. Here are some steps toward supporting your LGBT employees and attracting great talent candidates. Your LGBTQ employees and your clients/customers are tightly linked check out the LGBTQ Consumer and Employer Branding are Commingled article for more on that.

US Supreme Court Decision: Great Step But Still Work Remains

In July 2020, the US Supreme Court ruled that sexual orientation and gender identity are now covered under the US Equal Opportunity Employment Act for Non-Discrimination. That is cause for celebration, yet does not automatically transform all employers into workplaces that respect diversity, embrace inclusion, or have a work culture that is welcoming. In just the United States, based on other issues such as gender equality, racial equality, and sexual harassment, one can without much effort extrapolate that it may be decades before LGBT employees are fully and openly accepted in all workplaces, in all industries, and in all locations – if ever. We believe firmly in being the change and benefiting from it. Also, please keep in mind that in over 50% of the states in the US it is still legal to discriminate against LGBTQ persons in housing, finance, hate crime against LGBT persons is not criminalized, and many other issues that devalue and dehumanize the LGBT citizens. There is much work to do in the United States and countries around the world.

Your efforts to create a safe and welcoming workplace where all are treated equally with the same opportunities to contribute, grow and thrive are greatly appreciated.

Diversity, Inclusion & Welcoming

Diversity is about ensuring you have people of different backgrounds and experiences represented in the workplace. Inclusiveness takes it a step further by creating an environment where people’s differences of thought and experience are actually appreciated. Welcoming enables employees to be their authentic selves where their uniqueness may shine adding perspectives that are respected and potentially individually or collectively a business advantage.

A simple analogy is:

  • Diversity is being invited to a party.
  • Inclusive is while at the party, a cute person asks you to dance.
  • Welcoming is dancing like you have no cares in the world and no one is watching. Dang, check out those moves!
  • World-class is you inspire everyone to jump up to dance just as openly and boldly.
  • Everyone raves what an amazing party it is. Selfies are snapped and shared. It goes viral on social media. Your brand becomes the hottest epic party.

Ok, in this example eventually the neighbors may call the cops to shut the party down, but in business, it attracts top talent, employee satisfaction is high, employee retention is high, customer attraction and retention are high. You and your amazing team are crushing it.

So, how to get there?

1. Authenticity and Clear Mission

Being authentic in all aspects is critical. All too often we have heard of reports by employees that their employer launched a drive to obtain an LGBT Corporate Equality rating and once obtained management support nearly vanished and previous funding dissipated to a fraction. It makes the employees feel disenfranchised and like used pawns in the corporate goal to receive external publicity. Understand that true D&I can lead to great financial rewards, but if not deeply rooted in respect, value, and authenticity, you can do harm to your brand, employee morale, and customer perception. If issues arise it can leave a damaging scare that can take years to recover from, if ever. Don’t be that kind of organization. It is not necessary. As linked above, being authentic in supporting diversity and inclusion is proven to improve the company’s financial performance for many reasons. But why is a mission necessary? Because diversity alone does not necessarily mean there is the inclusion or a welcoming work culture. A clear mission will outline the objective and measurements. The LGBT community is very savvy so if striving to attract the LGBT customer market, they care about how you treat your LGBT employees and your authentic engagement in the community.

2. Top-level support

Ensure that LGBT employee support is a priority at the top senior management level. Have a top management staff person take the lead on LGBT employee inclusion. That person may not be LGBT themself, but an ally. This senior manager should be the LGBT employee resource group (ERG) executive sponsor. This person may be from any department. Indicate who your most senior-level employee who identifies as LGBT is on your OutBüro employer listing.

3. Take LGBT Reports of Discrimination and Harassment Seriously

Yes, in the United States it is now illegal to discriminate based on sexual orientation or gender identity. Is that enough? Do you feel that now covers you so there is no need for a company/organization non-discrimination policy based on sexual orientation or gender identity? If so, I bet your company/organization has policies covering gender, race, and religion. This is the same. I am also 99.9% sure you have a sexual harassment policy too, along with required annual training. This is no different. Your organization should have a strong non-discrimination policy in place, ensure it clearly states that it covers your recruitment and promotions. Create a communication plan to be sure all employees know what is not tolerated in the workplace. Not if, but when, homophobic bullying, discrimination, or harassment happens to acknowledge the validity of the concern raised, promptly follow procedures to investigate and take appropriate action. Ensure employees feel safe in making reports.

Have all reports reviewed by a team to reduce biases from even the HR staff. Do not assume that all human resources staff lack biases. Research and court case prove otherwise. Many discrimination lawsuits are based on the lack of action by the HR department. So take extra steps in training all HR staff and put teams in place with checks and balances instead of relying on just one gatekeeper. On your OutBüro employer listing link to your sexual orientation and gender identity non-discrimination policy. Make it easy for candidates to find it when researching you as a potential employer.

4. LGBT Employee Resource Group

Having an organized formal Employee Resource Group can go a long way in fostering an inclusive and welcoming work culture. It provides an opportunity to network and builds a sense of camaraderie. Many ERGs meet up during normal work hours to discuss work-related topics as well as off-hours social events to further the personal bonds that will translate into great working relationships. It is a great way to foster career development through mentoring. Encourage senior employees to mentor junior employees. If you support employee volunteering, the LGBT ERG could expand the organization’s LGBTQ community involvement by using their corporate volunteer hours in helping local LGBTQ charity nonprofit organizations and events. Encourage and support LGBT employees to participate in seminars and conferences. Encourage and support employees to participate in industry networking groups, LGBT professional associations, and to participate in content and groups on www.OutBuro.com – the LGBT professional and entrepreneur platform.

Having open and consistent dialogue with your LGBTQ employee resource group will improve employee engagement, company culture, and provide valuable information on ways to further innovate in the workplace. Create a company/Organization group on OutBüro where employees from around the globe can interact off company resources. Be an open group where prospective candidates may also join to connect with current employees, ask question, and get a great sense of you as an employer. Ask key ERG members to join the ERG Connections group on OutBüro. This is meant to be a Super Group for cross organization networking, sharing, learning and growing an LGBTQ ERG.

5. Support the Local LGBT Community

Show your support to the local LGBT community where you operate by providing information to employees about local events, groups, and resources. Sponsor a Pride Party, or even sponsor your LGBT ERG to participate in local Gay Pride events, have a corporate booth, use it for customer leads, and talent recruiting. Celebrate National Coming Out Day. Create a video series of employees sharing their stories of coming out personally and yet again professionally. Encourage volunteering at LGBT events throughout the year. Sponsor local organizations, from general support agencies, to those that provide needed services to the homeless, youth, seniors, persons living with compromised immune systems, students, and more. Sponsor local or national sporting leagues or teams. Sponsor the local gay men’s chorus or other cultural groups/events. Invite LGBT speakers to share their experiences with your team. There are also national and international organizations that support equality and human rights. The LGBT nonprofit sector operates on shoestring budgets and desperately could use your in-kind and financial support.

List and link to all the LGBTQ organizations and non-profits you support in whatever manner on your OutBüro Employer listing. So many companies do great things yet no one other than the benefiting organization has any clue. Show it. Tout it. It makes LGBT employees proud to work for you and it demonstrates to LGBT candidates, as well as customers, that you are involved in the community and therefore likely a super fantastic place to go to work or as a customer spend their money with.

6. Support LGBT Entrepreneurs

Sponsor the local LGBT chamber of commerce. Encourage LGBTQ employees to get involved to represent the company in the LGBTQ Chamber. If and where possible allow the employee to mentor small business owners. Sponsor LGBT founded startups – with funds, product/services discount or as in-kind sponsorship to help the small business grow. Add LGBT friendly procurement policies and actively seek products and services by LGBTQ owned businesses. Consider providing a workshop on how to do business with your company, the steps to becoming an approved small business vendor, if NGLCC certification is required or what other factors may help them secure a vendor agreement with you. The NGLCC has an LGBT certified business accreditation. That is great, but it is far from representing all LGBTQ business due to many factors. In your supplier diversity program certainly include NGLCC accredited LGBTQ suppliers, but be open to non-accredited ones too who as a startup not yet meet some of the accreditation requirements such as years in business with positive cash flow. Consider the merits of the business and found and advise them on how best to move forward.

List and link to all the organizations you support of LGBTQ owned business in whatever manner on your OutBüro Employer listing. So many companies do great things yet no one other than the benefiting organization has any clue. Show it. Tout it. It makes LGBT employees proud to work for you and it demonstrates to LGBT candidates that you are involved in the community and therefore likely a super fantastic place to go to work.

7. LGBT Inclusive Employee Surveys

On your periodic employee surveys allow the option for employees to anonymously identify as LGBTQ and ask specific questions regarding their experiences and feedback. Do not assume everyone will be open. Did you know that a recent study found that a whopping 29% of Americans under 30 years old identify as “heteroflexible”? So how you treat you open full out loud and proud LGBTQ employees has a much larger base than most assume and more than you will like ever truly exactly know.

8. LGBT Employer Rating/Reviews

Just like the employer reviews on Glassdoor.com, Indeed.com, Monster.com, and others, OutBüro (https://www.OutBuro.com) offers LGBTQ employees the ability to anonymously rate/review the current and recent past employers. Employers are strongly advised to claim their listing if already present or proactively add your employer listing. It is important to engage with reviews as you would on any other platform. It is advised to make all employees aware that you are participating in OutBüro. You may use the opportunity to reinforce your open and safe reporting policy while welcoming ratings/reviews on OutBüro. Such ratings/reviews can be a great source of insights as potential candidates seek information about you as an employer before applying. Check this article out: Company Reviews – Good for Companies and Their LGBTQ Employees

OutBüro logged in users may leave comments or questions on your OutBüro Employer listing or in groups. It is an opportunity to engage with potential candidates and customer. It should not be left ignored.

9. LGBTQ Competency Training

Having ongoing LGBTQ awareness training is important to fostering an inclusive and welcoming work environment. The content should be progressive and continual. If you don’t already, consider adding corporate notable figures and society historical figures to company communications regularly. It may feature persons who helped shape the company in the past or present. Feature diverse employees. The thing about LGBTQ employees is that unlike age, race, or gender, all, for the most part, are typically apparent. Being LGBTQ is not always as apparent and therefore if your culture is welcoming and the employee is okay with it, clearly state the employee’s LGBTQ identity along with all the great stuff they are doing within and for the company/organization.

This creates awareness as well as clearly demonstrates to all employees that the company/organization values the contributions of its employees including LGBTQ employees. Depending on the size of the company, I normally recommend featuring an employee once a week. Creating a video interview or video story is most ideal. For those features that are LGBTQ employees, you now have LGBTQ employer branding content. Share all via your YouTube channel. For LGBTQ features, add them to your OutBüro Employer listing too. This is a morale booster for other LGBTQ employees as well as a clear message that discrimination and/or harassment is not tolerated here. I recommend coupling this and/or other creative ideas with traditional training. It is a message however that reinforces the training provided and I consider it to be a micro lesson.

How about regular games that could become a tournament? Foster employee engagement activity where you can use an online quiz/survey tool to create a trivia knowledge game. Be creative and make it your own. Invite all staff to submit questions to be included. Heck, you might grow it into being quarter Family Feud like shows. Live Stream it to all offices, post on social media. Show what an inclusive, wicked smart team and fun culture you have. The point here is that LGBT biases, like others, are learned from a young age and deeply engrained. Creating new habits, and un-programing those deeply held biases take effort, energy, and but it can be fun and engaging.

Do you need help? We are happy to assist you and/or make recommendations to D&I consultant around the globe.

10. Offer LGBT-Friendly Benefits

For job seekers, today, inclusive benefits packages and non-discrimination clauses are some of the most important considerations when researching potential employers. In studies, it was found that having LGBTQ benefits also is important to young heterosexual job seekers. Overall job seekers want to feel they are working for an employer who is fair, socially, and environmentally responsible. Not being so can cost you in by reducing your chances of attracting top talent.

Be sure not to unintentionally exclude LGBTQ families and transgender individuals. Offer equal benefits to all employees, regardless of their sexual orientation, including parental leave, adoption leave, and time off to take care of dependants. Gendered language can cause parental benefits to unintentionally exclude LGBTQ families. Make your benefits inclusive of all employees by being conscious of what words you use in your coverage and favoring gender-neutral terms. it is the right thing to do for all employees as it is gender equality focused too. Today, in opposite-gender relationships, it is not uncommon for the male to be the child care provider while the female works.

  • Sexual orientation non-discrimination
  • Gender Identity non-discrimination
  • Domestic partner benefits
  • Transgender inclusive health benefits

11. Foster a Gender-Neutral Environment

Create a gender-neutral environment by making some simple changes such as establishing unisex toilets and using gender-neutral language, like ‘partner’ instead of husband or wife, and asking all employees to list their preferred pronouns on email sinatur blocks and employee directory listings.

12. Keep Track, Evaluate, & Improve

Celebrate your successes and monitor your progress by tracking things such as the number of employee grievances naturally with details of the type, persons involved, location, department, and such. No matter how small or outcome, track it. This could lead to identifying trends over time that need to be addressed. Of course, as in all employee training, track D&I training by course completed inclusive of LGBT competency training. If legally able track who is an out self-identified LGBTQ employee and when they publically came out. The more that comes out is a direct relation to the success of the organization in creating a safe and welcoming space. Tract ERG involvement likewise. If active participation falls or doesn’t attract employees to participate, why? Do they not feel safe? Is the ERG doing things that are attractive to employees? How does it compare with other company ERGs? Have you networked with other company LGBT ERG leaders with strong employee participation to gain insights on how to be effective?

13. Support Transgender Employees

As transgender visibility within the LGBTQ community has increased over the past few years, it has become clear that transgender people face a unique set of experiences and challenges. Learn what steps to take after an employee comes out as transgender to create a supportive and encouraging environment. Human Resource is an important player in assisting transgender employees during the complex and lengthy process of transitioning. We recommend special training from trainers who are themselves, transgender. We are happy to connect your organization with outstanding transgender coaches.

14. Post your own LGBT focused company and employee content

Increase your employer brand awareness with LGBTQ professionals. With an OutBüro Employer Listing subscription, the organization may post content directly to our blog as an author. We’d strongly recommend the content be LGBT professional life-related in some way. Perhaps it’s articles about what local, regional or national LGBT related events the organization has sponsored. Or maybe articles and videos featuring LGBT employees or customers. The article will list the authorized person/person as the author in an author bio box that will link all other past submissions posted.

If there have been negative reviews/ratings, an article might address what the organization is doing or has done to improve. It’s also a great way to feature what activities and such the organization’s LGBTQ employee resource group is doing on a monthly or quarterly basis. So many possibilities for your organization to be proactive. Some of this may be in the form of press releases. All submissions will be reviewed for approval before going live to ensure it’s appropriate for our audience and in line with the goals of OutBüro.

15. Bonus Tip – Strategic Talent Acquition: Recruiting LGBTQ Candidates

This topic has been mentioned in numerous articles here on OutBüro. It is a topic that wide and deep thus we have dedicated a full article to it. Please refer to the Strategic Talent Acquisition: Recruiting LGBTQ Candidates article for more. Will link once completed later this week.

Be sure to check out these additional resources and search OutBüro for other related topics of interest to you. Please place questions and desired article/video suggestions in the comments. We are happy to add suggested topics to our content calendar that fit our broad focus. You are also welcome to post via the activity stream, articles, and more. This is your community. Jump in.


OutBüro is a growing valuable tool for gay, lesbian, bisexual, transgender, queer professionals for networking and as passive or active job seekers. OutBüro is here to help you to demonstrate all the great things you do to support your LGBTQ employees and attract LGBT talent as candidates to join your team.

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