Creating inclusive workplaces takes more than just policy compliance. It’s about helping managers build environments where everyone, regardless of gender identity, feels safe, respected and enabled to do their best work.

As more Australians identify outside the gender binary, many organisations are deepening their understanding of what genuine inclusion looks like. 

True gender diversity means creating workplaces where trans and gender-diverse (TGD) employees can thrive. For HR, that begins with helping managers understand the barriers that persist and the practical steps they can take to remove them.

Understanding the barriers – and the benefits of inclusion 

Systemic barriers are often embedded in workplace culture, shaped by long-held assumptions about what gender looks like, how it is expressed and the roles attached to it. For example, the gender pay gap or the expectation that women take on more parental leave are both rooted in the norm that women carry primary caring responsibilities.

For TGD people, these structures are even harder to navigate because their identities often do not fit within the stereotypical gender expectations that workplaces are built around.

But exclusion carries a cost for businesses: lower productivity, reduced creativity and engagement, and a weaker reputation as an employer of choice. 

Research from the Diversity Council of Australia’s Inclusion@Work 2023-24 Index found that workers in inclusive teams are 10 times more likely to be very satisfied with their jobs, three times less likely to leave their organisation, and nearly 10 times more likely to say their team is innovative compared to those in non-inclusive environments.

“Everybody wants these outcomes,” says Dr Robin Ladwig, lecturer in HR at the University of Canberra and upcoming speaker at AHRI’s DEI Week. “The challenge is how to achieve them.” 

This is where HR can make a real difference. 

“HR practitioners have the opportunity not only to support and guide managers, but to lead diversity, inclusion and equity thinking across the organisation. It’s about having a seat at the table when strategies are shaped and weaving those values into everything the organisation does.” 

Designing safer and brave spaces

For inclusion to be more than a policy, employees need spaces where they can connect without fear of judgment, and where difficult conversations can happen constructively. Dr Ladwig describes these kinds of environments as “safer and brave spaces”, which may look different depending on the needs of each organisation, but are grounded in the two principles that give the concept its name.

While a workplace may never be entirely free from risk, a safer space “allows you to come together with your peers in an environment where you can let go of the mask, maybe vent, maybe cry, but also share moments of euphoria,” explains Dr Ladwig. Importantly, what is shared in that space is not meant to affect how your work performance or role is viewed.

“Trust is built through communication, not just in formal performance discussions, but often through the small, informal moments like saying hello in the morning or checking in after the weekend.” – Dr Robin Ladwig, Lecturer in HR, University of Canberra

Brave spaces build on this by recognising that diversity also brings differences and, at times, tension.

“Even within LGBTQIA+ communities, there are different perspectives,” says Dr Ladwig. “Bravery means sitting in that tension, having open conversations, being vulnerable and learning from one another.”

So, how can HR practitioners go about making their workplace environments safer and brave spaces? Below, Dr Ladwig shares three points to consider.

1. Build inclusive organisational infrastructure 

Inclusion begins with the spaces and systems people encounter in the workplace every day. Dr Ladwig recommends reflecting on existing office structures to gain a better understanding of how you interact with them and ways they could be improved for inclusivity. 

“Is it open space? Is it hot desking? Are there glass walls everywhere, limiting privacy?” 

Open-plan offices and hot-desking can heighten anxiety for many employees, Dr Ladwig explains, particularly for TGD people who may experience a greater risk of misgendering or lose the opportunity to personalise their workspace, as these small expressions of identity play an important role in creating a sense of belonging.

Inclusivity also extends beyond physical infrastructure to digital and communication systems. 

“Documents or IT systems where you are forced to select a title from Mr, Mrs, Ms or Miss – where none of them fit – can perpetuate exclusion,” says Dr Ladwig.

Resources from AHRI and the Diversity Council of Australia provide practical guidance on improving data diversity collection practices and framing survey questions in ways that reflect and respect diverse identities.

Applying universal design principles can be a helpful way to approach inclusive infrastructure, says Dr Ladwig.

“Even though my research focuses on trans and gender-diverse inclusion, many of these actions are beneficial for a wide range of employees.”

Dr Ladwig gives the example of including closed captions in meetings, which benefits not only people who are deaf or hard of hearing, but also those working in a second language, neurodivergent people, or even someone who is just tired on that particular day”. 

Small, inclusive adjustments like these help create workplaces where everyone feels considered.

Hear more from Dr Robin Ladwig on moving to sustainable DEI practice at AHRI’s DEI Week on 14-16 October. Registrations for AHRI members are still open.

2. Foster psychological safety

Creating a psychologically safe workplace means building an environment where employees feel confident to speak up, share ideas and contribute to organisational performance. 

Alongside inclusive language and correct pronoun use, HR practitioners can coach managers to step in when exclusionary or disrespectful language arises. Just as importantly, inclusion is about treating trans and gender-diverse employees with the same respect and consideration as any colleague, without making their gender identity the focus. Building trust through everyday shows of care and respect is key. 

HR can also support psychosocial safety by encouraging employee networks where both TGD and allied team members can connect and share experiences. 

“HR practitioners can help managers understand that allowing team members to take part in these groups is not a distraction from work, but a valuable contribution to the organisation’s diversity, inclusion and equity goals,” says Dr Ladwig.  

3. Supporting diverse, impression-fit management 

Impression-fit management, a concept from Dr Ladwig’s research, explores how people express themselves at work and how those expressions are perceived against gendered norms of ‘professionalism’.

“It’s about how a person presents themselves and how that’s received within a given environment,” they say. “Every workplace carries its own expectations – spoken or unspoken – about what’s considered appropriate or professional.”

These expectations can disadvantage those whose gender expression or identity falls outside dominant norms. 

“Many people draw a clear line between their professional and private lives, and it’s the same for TGD people.” – Dr Robin Ladwig, Lecturer in HR, University of Canberra

“We see this in many ways, such as when natural hair is judged as unprofessional, or when neurodivergent individuals who might wear hoodies to regulate sensory overload are told it’s not suitable for a client meeting.”

Dr Ladwig cites Virgin’s decision to update its uniform code, allowing flight staff to choose any combination of pieces, as an excellent example of flexibility that supports both brand presentation and gender-affirming expression. 

When perceptions of what is ‘professional’ differ, HR practitioners and managers can approach these moments with curiosity and care. Taking time to talk through expectations, rather than making assumptions, can help build mutual understanding. 

As Dr Ladwig notes, these conversations are also an opportunity to reflect on how our own ideas of professionalism are changing with each new generation entering the workplace.

Emphasising safety over authenticity 

While authenticity is often seen as the hallmark of inclusion, with organisations encouraging employees to “bring their whole selves to work”, Dr Ladwig says this expectation can sometimes have the opposite effect.

“Quite often, well-intentioned organisations will say, ‘Hey, you can bring your authentic self to the workplace, and that’s how they try to encourage belonging.’ However, that can actually take away the employee’s agency, because not everyone wants to bring everything to the workplace.” 

True inclusion gives people the freedom to decide what feels right for them, creating workplaces where everyone can contribute in ways that feel comfortable and genuine. HR practitioners play an important role in shaping these environments, helping to build cultures where people feel safe to show up as they are and do their best work.