Professional Documents
Culture Documents
BY
L IN M C D EVITT -P UGH
S TU D E N T ID 2077899
DISSERTATION SUBMITTED IN
PARTIAL FULFILMENT OF THE REQUI REMENTS FOR THE DEGREE OF
2008
A BSTRACT
Is there a business case for corporate networks of gay, lesbian, bisexual and
transgender (GLBT) employees in the Netherlands, from an HR perspective?
One of the observations made after reviewing the literature was that HRM
activities do not necessarily direct contribute to company profits, but they can
contribute to the competitive advantage of the company. After reviewing the
literature it also became apparent that network activities can also contribute to
competitive advantage, by bringing outside knowledge into the company, creating
spaces in which employees feel valued, and developing knowledge across
business lines. These observations formed the basis of an analytical framework in
which the contribution to corporate profits of the GLBT networks in the six
transnational corporations in the study can be discussed.
Primary data was collected from three subsets of employees in six companies:
members of GLBT networks, leaders of these networks and HR representatives in
the companies. The data brought to light five ways in which the networks
contribute to the competitive advantage strategies of HR in the respective
companies. By comparing what the possibilities of corporate networks are with
what the networks in this study do, the researcher found what the networks are not
2
doing, or not doing very successfully, that they could be doing. The study
concludes with recommendations to the networks, on how to proceed for greater
effect.
An important finding of the study is that networks can be more effective in their
contribution to the competitive advantage of the company if they benchmark their
activities against other corporate GLBT networks in similar economic and
legislative environments. An important recommendation is that networks and
companies strategize together on how to involve networks in HRM strategies.
3
A CKNOWLEDGEMENTS
I would like to take this opportunity to thank and acknowledge the many people
who contributed to the process of researching and writing this dissertation.
I thank David Pollard for inviting me to undertake this research and for offering
all the support needed. David is an extraordinary leader in having corporations
‘get’ sexual diversity. Thanks also to Marion Mulder, who makes things happen
behind the scenes and who has a role to play at centre stage. I am indebted to the
respondents.You took valuable time to answer my questions.
I thank Stephanie Blackwood in New York, and Patrice Braun and Fiona Gardner
in Australia for their advice and conversations. For their support during the
writing process I thank Diana Donigi, David Pugh and Julie Uren and for their
contributions to the research and writing process I thank Susan Jessop and Ginni
Fleck. I acknowledge my parents and their commitment to social change, and
Koen van der Kroef and Samie Zijlstra for their intellectual support and love.
Saving the most solid supporter, reader and critic for last, I acknowledge Martha
McDevitt-Pugh, who introduced me to the world of corporate GLBT networks,
and who persistently and consistently supported me throughout the MBA process.
4
L IST OF T ABLES
5
L IST OF F IGURES
6
G LOSSARY OF T ERMS
Canal Pride Annual gay, lesbian, bisexual and transgender boat parade organized
in Amsterdam by Gay Business Amsterdam. The corporate GLBT
networks began organizing a ‘fleet’ of corporate boats in 2006. In 2008
two of the companies in this study sponsored the Canal Pride, the first
transnational corporations to do so.
st
Company Pride On August 1 2007 the first Company Pride conference was held,
st
Conference organized by four corporate GLBT networks. On August 1 2008 the
newly established Company Pride Platform organized a second
Company Pride Conference.
Company Pride Platform A network of corporate GLBT networks in the Netherlands. It was first
st
announced on August 1 2007 and in 2008 became a legal entity.
Generation Y Born during a baby bulge that demographers locate between 1979 and
1994, they go by a host of taglines: Generation Y, Echo Boomers, or
Millennium Generation (Business Week, Feb 15 1999).
GLBT Gay, lesbian, bisexual and transgender. Often also referred to as LGBT
and LGBTIQ ( with the addition of intersex and queer)
Out Short for “out of the closet”, this term refers to GLBT people who do not
keep their sexual identity private
Straight Heterosexual
7
T ABLE OF C ONTENTS
Abstract ..................................................................................................................................... 2
Acknowledgements................................................................................................................... 4
List of Tables............................................................................................................................. 5
1. Introduction ........................................................................................................................ 12
1.1 Project motivation..................................................................................................... 13
1.1.1 Existing GLBT business research ................................................................ 13
1.1.2 GLBT business network tradition ................................................................ 14
1.2 Author motivation..................................................................................................... 15
1.3 Scope......................................................................................................................... 15
1.4 Methodology............................................................................................................. 16
1.5 Document overview.................................................................................................. 16
1.5.1 Introduction .................................................................................................. 16
1.5.2 The business case, HRM and networks........................................................ 16
1.5.3 Field research methodology ......................................................................... 17
1.5.4 Field research results .................................................................................... 17
1.5.5 Evidence for an argument............................................................................. 17
1.5.6 Conclusions and recommendations .............................................................. 17
1.5.7 Personal development................................................................................... 17
8
2.2.1 Approaches to HRM..................................................................................... 20
2.2.2 HRM theories for managing competitive advantage.................................... 22
2.2.3 Employees and the value proposition........................................................... 24
2.3 How networks add value to enterprises .................................................................... 25
2.3.1 Defining “networks”..................................................................................... 25
2.3.2 Networks create resources............................................................................ 26
2.4 HRM, competitive advantage and networks............................................................. 30
2.5 The makings of an HR business case for GLBT networks....................................... 31
9
4.4.1 Recruitment strategies .................................................................................. 46
4.4.2 Strategies to retain the right employees ....................................................... 48
4.4.3 Development of employees .......................................................................... 49
4.4.4 Utilization of employees .............................................................................. 51
4.4.5 A footnote on agency ................................................................................... 53
4.5 Emerging issues ........................................................................................................ 54
4.5.1 Finding time for network activities .............................................................. 54
4.5.2 ‘Safe spaces’................................................................................................. 54
4.6 Summary of findings ................................................................................................ 56
7. Personal Development........................................................................................................ 70
10
1. Invitation to participate in the Company Pride Platform Network Research
project .................................................................................................................... 81
2. Instructions for completing this questionnaire .................................................. 83
11
1. I NTRODUCTION
Legally, all forms of discrimination against gays and lesbians are outlawed. The
most recent legislation addressed family law, making it possible for homosexual
people to marry and to form families, making the Netherlands the first country in
the world to do so and breaking down one of the strongest social markers of
difference between straight and gay citizens.
Despite the positive legal environment and the improving social environment, a
large proportion of homosexual employees in Dutch transnational corporations
(TNCs) keep their sexuality secret (Paassen 2008). Being “out” can affect careers,
be life threatening to employees on expatriate postings, and lead to exposure to
lewd comments on the work floor. A level playing field for gay and straight
employees does not yet exist in the Dutch work force. The negative working
environment for homosexual employees also has an effect on the companies,
because of loss of productivity, the inability of the company to move talent where
it is needed, and work place relations.
12
with their companies to address Human Resource Management (HRM),
marketing, communication and corporate social responsibility issues. The
networks are working in their companies and they have formed an alliance, the
Company Pride Platform, to work together to give visibility to the networks and to
share and promote best practices (Company Pride Platform 2007).
13
(e.g. McBride, 2005). UK research addresses the issue of gays at work as a
problem (Ward and Winstanley 2003; Skidmore 2004; Kerfoot 2007) and is more
sociological than management oriented. The limited number of Dutch-based
research on gays and work focuses on how employees experience their own
difference (Sandfort and Bos 1998; de Haas et al. 2007). In other words,
researchers predominantly constitute gay men and lesbian women as a category
which experiences discrimination in various forms because of their sexual
orientation (Kirton and Greene 2000).
The existing body of research fails to offer TNCs a compelling reason to embrace
GLBT networks as sources of competitive advantage. It provides valuable starting
points for understanding why it is important to address issues that GLBT
employees face in the corporate environment, but does not provide an
understanding of what effect this has on companies and what companies can do to
enable all their employees to contribute equally to the goals of the company. This
study of corporate Dutch GLBT networks allows the researcher to look beyond
the discrimination discourse or the fairness and equality discourse and look at
what Dutch GLBT networks can bring to the business environment.
14
relating to GLBT issues (Stonewall 2007). The index works as a catalyst for
change and the award bestows a level of prestige on the companies it lists. On a
pan-European level, the European Gay and Lesbian Managers Association (egma)
focuses on working with corporate partners to ensure better opportunities and
workplace equality for gay and lesbian professionals (egma 2007).
The author has a broad work experience in social change institutions in the non-
profit sector. She has been involved in national, regional and global networks
forming but also failing, as they struggle to achieve the balance between working
for a common purpose and having that purpose be relevant in their various
organizational contexts. In exploring the business case for corporate GLBT
networks she hopes to add to existing knowledge that can contribute to improving
the quality of networks in the for-profit as well as the non-profit sectors.
1.3 S COPE
15
• Analyse the focus of GLBT networks in Dutch TNCs, relative to the identified
HR issues
• Identify what is missing in the strategies of GLBT networks
• Identify possible future direction of the GLBT networks to ensure a better fit
between the needs and goals of the GLBT network members and the business
needs of the organization
• Contribute to the body of knowledge on GLBT and HRM issues.
1.4 M ETHODOLOGY
The conclusions from the literature review form the starting point of the field
research. The quantitative research was conducted through a questionnaire
completed by 27 network members, network leaders and HR representatives of six
companies. The qualitative research consisted of 11 semi-structured interviews
with representatives of network leaders and HR employees in all six companies.
The interviews were held by telephone and were recorded and transcribed.
1.5.1 Introduction
A description of the personal, academic and business choice of this project,
followed by a definition of the scope of the research and the overall methodology.
16
1.5.3 Field research methodology
From the conclusions in the discussion of the literature review, a more succinctly
defined research question emerges that forms the basis of field research. The
question reflects on both what the GLBT networks are presently doing, and what
their future goals are. The process of the research is explained. The research was
based on a questionnaire designed for network leaders, network members and HR
representatives, and interviews with network leaders and HR representatives. The
limitations of this approach are discussed.
17
2. T HE B USINESS C ASE , HRM AND N ETWORKS
The author scanned the databases of Proquest and EBSCO and searched the
internet for definitions of the term “business case”. She found that, while
academics promote “the business case for…”, it is rare that they first define the
term. For example, three recent studies listed in EBSCO (Wolfman 2007,
Finkelstein and Trogdon 2008, Barnett 2007) set out to discuss a business case for
their specific activities without first defining what a business case is. The term is
not listed in indexes of business books (e.g. Torrington, Hall and Taylor 2002;
Porter 1985, Hamel and Prahalad 1994). The UK Office of Government
Commerce defines the business case as a “framework for planning and
management of a business change” (UK Gov 2008). Researchers studying
diversity in the EU define “business case” as “a term used to describe the
evidence needed to convince companies to consider investments in assets, both
tangible and intangible” (European Commission 2003).
18
Needing to define a business case in order to be able to explore whether a
business case can be made, the author went to less academic sources. The sponsor
of this research project defined a business case as “a convincing argument for an
activity or initiative that can demonstrate the added value to the ‘bottom line’
(profit) of a business, with concrete examples” (Pollard 2008). This definition is
less specific than that in the Wikipedia. “The concept of a business case captures
the economic (as opposed to e.g. technical) reasons for a project or task and that
the logic of a business case is that if any time resources such as money or effort
are consumed, they should be in support of the business” (Wikipedia 2008).
The author looked at business case templates, which abound on the internet, to
sharpen her understanding of what it is people mean when they talk about “the
business case”. A typical template relates to a purchase request (Molisani 2008).
“The first thing to keep in mind when building a business case is that it costs
money to make a product or deliver a service”. The business case states a
problem, describes a solution, states what it will cost to implement the solution
and states the return on investment (Molisani 2008).
Finally, the author turned to definitions of “the business case” used in relation to
corporate social responsibility and “the green company”. There, terms like “return
on investment” are expressed in terms of “benefits to the company” rather than
direct profitability. Ursula Wijnhoven, Head of Policy and Legal at UN Global
Compact, a policy monitoring body that promotes corporate social responsibility,
claims that avoiding major business problems such as litigation and damage to
their reputation is a convincing argument for corporate social and environmental
programs (Wijnhoven 2008). She argues that, by avoiding litigation and damage
to the reputation, a company increases its profitability.
Given the variety of interpretations of what a business case could be, and
considering the social as well as business aspects of the definitions found in the
search, the author has chosen a definition of “business case” that is closely aligned
to that used by the Dutch corporate GLBT networks: “a convincing argument for
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an activity or an initiative that demonstrates the added value to the profit of a
company, with concrete examples”.
The research question specifies that the issue is whether a business case for GLBT
corporate networks can be made in the realm of human resource management
(HRM). The realm of HRM is the subject of the next section.
The way a GLBT network can and does relate to the organization is influenced in
part by the company’s own human resource management practice. Porter (1985)
asserts that human resource management affects competitive advantage in any
firm, through its role in determining the skills and motivation of employees and
the cost of hiring and training. Boxall and Purcell (2000) take a wider view and
argue that human resource management includes anything and everything
associated with the management of employment relations in the firm.
20
competitive advantage; after all, if a practice can be replicated elsewhere it will
not provide competitive advantage (Torrington and Hall 2002). Additionally, it
does not sufficiently address the role of the employee as stakeholder, a proportion
of whom hold strategic power (Boxall 1996). It does not recognize the need to
align employee interests with the firm or comply with prevailing social norms and
legal requirements (Boxall 1996). Ultimately, this focus struggles to take into
account changes at levels beyond the firm, involving the state and wider patterns
of economic and social development.
The second approach focuses on the source of competitive advantage. This is the
resource-based approach. Barney (1991) identified four attributes of firm
resources that contribute to competitive advantage:
• a resource must be valuable, in the sense that it exploits opportunities and/or
neutralizes threats in a firm’s environment;
• it must be rare among a firm’s current and potential competition;
• it must be imperfectly imitable and
• there cannot be strategically equivalent substitutes for this resource that are
neither rare or imperfectly imitable.
These attributes of firm resources can be thought of as empirical indicators of how
heterogeneous and immobile a firm’s resources are and thus how useful these
resources are for generating sustained competitive advantages.
21
2.2.2 HRM theories for managing competitive advantage
Boosted by the publication of the report “The War for Talent” (Chambers et al.
1998), when companies were admonished to “elevate talent management to a
burning corporate priority” by “refining recruitment, employee value proposition,
development, and compensation of top talent simultaneously”, the resource-based
HRM approach has spawned a number of theories on managing for competitive
advantage. Lepak and Snell (1999) advocate for implementing an HR architecture
that addresses the differences between different kinds of employees. They define
four types of employee, all of which are important to the company but differ in the
degree to which they support the competitive advantage of the company. Lepak
and Snell argue that all employees should be managed according to what is
appropriate to their position in the HR architecture (for a schematic overview of
the architecture, see Figure 2.1). The most valuable and unique human resource
assets are people that have idiosyncratic knowledge that is developed within the
structures of the company and cannot be transferred out of the company if the
employee leaves.
High
Quantrant 4 Quadrant 1
Quadrant 3 Quadrant 2
Low
Low High
Value of human capital
Based on Lepak and Snell 1999
22
With this most critical group of employees, Lepak and Snell advocate ensuring
significant mutual investment on the part of employer and employee in
developing critical firm skills. They distinguish a second category of human
capital, namely human capital that is highly valuable but readily available on the
market. Because the market can easily accommodate this group of employees,
they can leave the company when they please, taking its skills and knowledge
with them. Lepak and Snell advocate developing a symbiotic relationship with
these employees, based on the utilitarian premise of mutual benefit. A third type
they distinguish is human capital that is not unique and that is not specific to the
business of the company. In the HR architecture, these people are contracted and
as the market shifts and changes can be easily replaced by people with other
skills. The fourth category they distinguish is people with unique skills that are
not directly linked with customer value. According to Lepak and Snell, HR should
collaborate with companies that offer this expertise rather than develop these
people within the company. For each category, the practice of recruiting, utilizing,
developing and retaining employees is different. This architecture can be used in
both the “fit” approach to HRM, and the resource-based approach.
A second theory takes the structure of the firm as its starting point and is resource-
based. Promoted by Bartlett and Ghoshal (2002), this theory argues that
sustainable competitive advantage is built when talented employees are engaged,
empowered and committed. Bartlett and Ghoshal do not define ‘talented’. Indeed,
‘talent’ in management literature can mean the top echelons of a company (for
example Gakovic and Yardley, 2007) or people with the most difficult to find
expertise (Joerres and Turcq, 2007, citing a Manpower study). Bartlett and
Ghoshal advocate for hierarchy to be replaced by networks, bureaucratic systems
by flexible processes and control-based management by coaching relationships.
They subscribe to two key HR activities. First, a company must actively link,
leverage and embed pockets of individual-based knowledge and expertise, or risk
underutilizing it or losing it. Secondly HR must help management develop an
engaging, bonding and motivating culture to attract and keep talented employees.
23
In a more recent theory, Morton et al. (2006) argue that world class product
development is key to competitive advantage, so if a company is to compete
effectively in global markets, it needs to be proficient in developing world class
products. Organizational adaptability, learning processes and intellectual capital
play a central role in this capacity to operate on the world market. Morton et al.
argue that dynamic teams and networks provide the most fruitful environment for
developing products. Other writers support the idea that formal and informal
networks increase an organization’s capacity for managing change and
innovation, making them highly suited to pursuing product development in the
dynamic market environment (e.g. Drucker 1998, Bartlett and Ghoshal 2002,
Western et al. 2005, Charan 1991, and Tsai and Ghoshal 1998).
24
commitment of the employees. The following section explores in more depth the
potential of networks to contribute to the HRM strategies that add value to the
profit of a company
Network analysis, also known as social network theory, is the study of how the
social structure of relationships around a person, group, or organization affects
beliefs or behaviours (Twente 2008). Scott (2000) brought the many strands of
network analysis together in an analytic framework, and developed a method for
monitoring the effect of networks. Drawing on a variety of topics including
kinship, community structure, corporate interlocks and elite power studies, his
method uses relational data and is now widely used to follow the formation of
‘cliques’, to measure the density of whole networks and to track the breadth of
networks (Scott 1996). The study of networks is gaining attention as a business
phenomenon. It took off with an article by Watts and Strogatz in 1998 (Watts
2004) arguing that networks are neither completely ordered or completely
25
random. By utilizing network theory, companies can learn how people share
information, and can tap into a resource that is much more effective than
advertising, at a fraction of the cost. Lengnick-Hall and Lengnick-Hall (2003)
argue that HR can contribute to the bottom line through increased involvement
with the whole web of relationships that occur in and across organizations and use
network analysis to identify employees who play important roles in their informal
groups.
Morton et al. (2006), as discussed in the previous section, effectively used social
network theory to plot communication flows internally between team members
working on developing an innovative product in the aerospace industry, and to
plot communication flows with the client. The research helped management find
gaps in communication and improve both communication and project outcomes.
Networks are crucial in the development of social capital. Social capital has been
defined as the set of features that enable people to act collectively: the networks,
relationships, norms, trust and thus the goodwill inherent in social relations (Maak
2007). Nahapiet and Ghoshal (1998) define it as the sum of the actual and
potential resources embedded within, available through, derived from the network
of relationships possessed by an individual or social unit. As Morton et al. (2006)
showed in their study of relations between employees and between employees and
clients, the quality of the company’s social capital influences the ability of the
company to do business. Guthridge, Komm and Lawson (2008) assert that
inclusiveness in social networks affects how people work, and that talent as well
as steady employees work more effectively when they operate in vibrant internal
networks with a range of employees. Performance suffers when such social
networks are absent or withdrawn. Strong networks, they argue, also help retain
fickle young Generation Y professionals. (Guthridge, Komm and Lawson, 2008).
26
Nahapiet and Ghoshal (1998) identify three levels at which networks create value:
at a structural level, at a relational level and at a cognitive level. At a structural
level, networks foster the development of bridges to external networks and
relations as well as to knowledge within the organization. At a relational level
networks contribute to the creation of trust and reciprocity. At a cognitive level,
networks make it possible to develop highly personal, tacit knowledge, which
provides competitive advantage in the business environment (see also Nonaka
1994).
THE S TR U C TU R A L LE V E L
Granovetter (1983) studied the actual and potential resources of networks and
concludes that networks are composed of weak ties and strong ties. He found that
a network with only strong ties is highly encapsulated (for example, poor people
living in isolated slums, or scientists protecting their bastions) and does not
benefit from external knowledge and services. The value and strength of weak ties
is the possibility of connections to other social systems. Weak ties are critical to
the ability of networks to access new sources of information and new resources
(Toke and Marsh 2003; Tsai and Ghoshal 1998; McBain 1999; Nahapiet and
Ghoshal 1998). These resources include access to other networks, specific
information, access to decision makers, access to public opinion (Marsh 2003)
and social capital.
The degree of trust that exists between members of an organization can be used as
an indicator of the level of social capital that an organization possesses (Knack
and Keefer 2000). Group obligations (Bourdieu 1989), strong ties (Granovetter
1983) and psychological protection (Boissevain 1974) provide a sense of trust and
dependability. Granovetter (1985) notes that strong ties, for example relations
between employees that extend beyond the work floor, provide important benefits
to the company. For example, the information and support gained through strong
ties in networks is cheap, it is more trustworthy because it is richer, more detailed
and accurate, and it is a reliable economic resource because it comes from a
27
continuing relationship (Jack 2005). Studies show that when informal coalitions
form into cohesive work groups and the norms incorporate the goals of
management, productivity rises (Karathanos 1994). Social networks can be
managed, as the Morton et al. (2006) case study of the global aerospace industry
highlighted, to produce the results the company needs.
Informal networks in the company setting can also create mistrust, shades of trust
and exclusion (Kochan et al. 2003). This can cause information not to flow where
it is needed. Mistrust contributes to barriers between “insiders” and “outsiders” in
an organization. In a company where “fit, white, heterosexual and male”
(Benschop 2007) is used as the norm in developing HR policies, being female,
from an ethnic minority, gay or physically handicapped can cause a person to
become an “outsider” both in relationships and in the way company policy applies
to them. In her research on the value of women’s and ethnic networks to women’s
career development, Konrad (2007) concludes that black women have limited
access to informal networks in the company, making it likely they will be forced
into out-group status in managerial social networks. Rothstein et al. (2001)
compared the internal and external networks of women and men in management
in three large organizations and found that these networks were typically gender-
segregated. Women had fewer links to senior managers in the organization, who
were predominantly male.
28
are more likely to feel disconnected from the group and find another employer.
The researchers found that major causes of retention problems in organizations are
perceptions of unfairness, lack of growth and development opportunities, and a
poor relationship with one’s manager. These three factors operate in concert to
generate turnover in employee segments that are not straight, white and male.
Konrad also quotes research that demonstrates that the manager-employee
relationship tends to be of lower quality when the employee is demographically
different from the manager (Konrad 2006). When the quality of the manager-
employee relationship is poorer, the manager is less likely to offer training,
challenging assignments, and other growth opportunities to the employee.
To mitigate the negative effects of diversity, Kochan et al. (2003) recommend that
companies implement management and human resources policies and practices
that inculcate cultures of mutual learning and cooperation, support
experimentation and evaluation and train in group process skills.
THE C O G N I T IV E LE V E L
Nonaka et al. found that individuals with contacts that span boundaries within and
outside the organization bring resources into the organization but also help to
develop the resources within the organization (Nonaka 1994). Studies by Nonaka
and colleagues show that the ability to create knowledge depends on whether the
networks that emerge are closed or open and on the construction of a context for
knowledge conversion (see Nonaka 1994; Corno et al. 1999; Nonaka and
Peltokorpi 2006). They found that organizational knowledge is created through a
continuous cross-fertilization of tacit and explicit knowledge that takes place
through networks of actors within an organization and through networks within an
industry (Nonaka 1994). This echoes partly what Senge (1990) claims is the
starting point of a learning organisation, encouraging dialogue between people
and helping them to expand continuously their capacity to create the results they
truly desire.
29
The skills of the individuals and their social networks are the subject of a study by
Potgieter et al. (2006). They find that what they call the three layers in the
strategic architecture of a company – assets/resources, resource combinations and
organizational competencies – only have value when combined with the skills of
the individuals and their social networks. Potgieter et al. (2006) argue that socially
complex competencies, such as the ability of employees to adapt together to the
changing needs of clients and economic conditions are key to competitive
advantage. A complex network of employee interactivity allows agents – key
figures in networks – to access information when it arises, obtain timely
information, and understand opportunities when they occur.
The way a company develops networks and makes use of the myriad of existing
informal or formal, internal or external networks helps define the company’s
competencies and competitive advantage (Potgieter et al. 2006). Potgieter et al.
claim that agency is the ingredient that makes competitive advantage possible.
Agency occurs when the agents work together to accomplish their activities as a
unit, without regard to what each of its constituent agents does by itself (Potgieter
et al. 2006 adapting Minsky, 1988). When agency is present, people work
together and can create resources that are essential, according to Barney (1991) to
competitive advantage: they are valuable, rare, imperfectly imitable and have no
strategic equivalents. However, as Porras and Collins (2002) noted in their study
of highly successful businesses, developing that agency is a matter of fine tuning
over a long period of time.
Formal and informal networks can be vehicles through which agency is created.
They operate on structural, relational and cognitive levels, as discussed in
paragraph 2.3.2. Formal and informal networks can at the same time be used as
instruments in the HRM strategies of achieving competitive advantage, within the
framework of an approach like that of Lepak and Snell (1991), Bartlett and
30
Ghoshal (2002) or others – including a company’s unique approach. It should
therefore be possible to test whether a network contributes to the competitive
advantage of a company, first by its contribution to the HRM strategies and
secondly by its contribution to agency.
From the preceding, it is possible to amass several elements needed for a business
case for corporate GLBT networks, in relation to HR issues. This section
summarizes the findings/
The author then explored possible starting points for a business case for networks
in the Human Resource Management (HRM). Many academic researchers agree
that HRM adds value to the business when it ensures that employees create
competitive advantage (among others, Barney 1991, Boxall and Purcell 2000). A
number of theories have been developed on how HRM can contribute to
developingcompetitive advantage. Two different theories, those of Lepak and
Snell (1999) and Bartlett and Ghoshal (2002) indicate that the methodology of
achieving competitive advantage may differ, but that the need to use HRM to
achieve competitive advantage is uncontested. Lepak and Snell have a
31
constructivist view of how employee management can add to competitive
advantage and they advocate following a stringent architecture in which many
employees are excluded from HR attention, so that all attention can be focused on
the core segment of employees that are responsible, through their inimitable skills
and knowledge, for the profitability of the company. Bartlett and Ghoshal in
contrast argue for a holistic working environment in which employees are
motivated and engaged and working together for the betterment of themselves and
the company.
32
current business theory, and then to research whether the networks can be
analysed within this framework. Additionally, because all companies have their
own strategies for developing competitive advantage through HRM strategies, the
business case would show how the corporate GLBT networks at present address
their company’s HR goals.
The following field research was undertaken to explore whether the case can be
made that Dutch corporate GLBT networks contribute to fulfilling HRM goals or
can potentially do so.
33
3. F IELD R ESEARCH M ETHODOLOGY
To develop a shared framework for the questions at the heart of the inquiry, two
theories of HR strategy (Lepak and Snell 1999; Bartlett and Ghoshal 2002) were
interfaced with the three levels of contribution of networks to business strategies,
as defined by Nahapiet and Ghoshal (1998). This device enabled the researcher to
observe how the networks contribute in general to HR strategies. Lepak and Snell
(1999) identified an architecture for competitive advantage based on four HR
tasks: recruiting, utilizing, developing and retaining the kind of employees that the
company needs. Bartlett and Ghoshal (2002) advocate focussing on bonding,
motivating and engaging employees to contribute to the competitive advantage of
the company. In the discussion, the combination of the Lepak and Snell tasks and
Bartlett and Ghoshal foci are referred to as the seven HR issues.
34
3.1.3 The focus of GLBT networks in Dutch TNCs
The goal of the research was to explore the focus of a number of Dutch corporate
GLBT networks relative to these seven HR issues, identify how they are
contributing and also identify what is missing.
35
network in their company contributes to specific HR management strategies.
There was also a “don’t know” category answer. The questionnaire could be filled
in online or participants could fill it in on a Microsoft word document. The
instructions for filling in the questionnaire can be found in Appendix 1 and the
questionnaire can be found in Appendix 2.
Utilization
Retention 9%
2%
Bonding
Recruitment 18%
18%
Motivating
Development 11%
16%
Engaging
26%
36
Figure 3.1 illustrates the percentages of questions that dealt with each of the seven
defined HR strategies. Figure 3.2 illustrates the percentage of questions on the
three levels of contribution of networks. Appendix 3 provides a detailed overview
of the distribution of HR strategies and network levels in the questionnaire.
Cognitive
Structural 39%
47%
Relational
14%
Advice was sought from a professional market researcher on how to design the
questions to generate valid and reliable answers. Two market researchers advised
the researcher to keep the time needed to fill in the questionnaire to 15 minutes, to
increase the chances of people completing it. In the test phase, a network member
completed the questionnaire and commented on clarity and style. Her comments
were incorporated into the final wording of the questionnaire. The questionnaire
was delivered online, using the program Survey Monkey, for three reasons. One
was to make the process of filling in the questionnaire as easy for the respondents
as possible. A second was to capture the data electronically, for the ease of the
researcher. The third was to limit the influence of the interviewer on the
responses, as advocated by Denscombe (1998).
37
3.2.4 The interviews
The semi-structured interviews were designed to gather specific information on
how the networks operate within their company HR strategies. The seven HR
strategies and three network levels were again the starting point for questions.
There was also room for participants to discuss other contributions of their
networks to the company HR strategy. Using a grounded theory approach as
interpreted by Denscombe (1998) in the analysis of the interviews, it was then
possible to see what other themes emerged that participants think are relevant to
describing the value of the networks to HR strategies.
38
27 respondents from six companies completed the questionnaire and two
respondents partially completed it. 21 respondents represented networks and six
respondents represented HR. Some of the HR respondents were also network
members. Table 3.1 provides an overview of the participants in the questionnaire,
with the name of the company coded as a number, and the participant coded
TABLE 3.1 LIST OF RESPONDENTS WHO COMPLETED THE QUESTIONNAIRE
39
primarily because the seven respondents from one company did not share each
other’s perceptions and responded differently to the questions.
Table 3.2 provides an overview of participants in the interview. There was no HR
representative available for interview in two companies and not all networks had
more than one leader. Five of the interviewees represented HR, three of whom
also represented the network in their company. The researcher initially intended to
interview two or three respondents from each company but found that the data
was sufficiently rich after 11 interviews. The interviews were conducted by
telephone to accommodate the geographic dispersal of the interviewees and
recorded digitally to assist in post-interview analysis. This method may have
resulted in interviewees being less spontaneous in their responses, and the
interviewer being less aware of environmental factors which could influence the
interview. The researcher is satisfied that the interviewees were sufficiently
knowledgeable to provide answers to the research questions.
TABLE 3.2 LIST OF INTERVIEW PARTICIPANTS
40
The responses to the questionnaire were downloaded into an MS Excel
spreadsheet and codified. The interview transcripts were collated by company and
a spreadsheet was generated using the codification system, company number and
transcript page number. By sorting the data in various ways, it was possible to see
similarities and differences between the approaches in each network and in the
relationship of each network to HR in their company. Appendix 7 is a
reproduction of the codified transcript data.
This research does not lend itself to extrapolation. The results are unique to the
companies in the research group.
41
information because she was trusted by the participants in the research project.
This trust came in large part from the fact that the participants in the Company
Pride Platform themselves yearn for answers to the questions the researcher was
posing, and that a leading participant in the Company Pride Platform himself was
the sponsor of the research project.
42
4. F IELD R ESEARCH R ESULTS
In this chapter the results of the questionnaire and interviews are collated,
presented and analyzed.
4.1 D EM OGR APHICS OF GLBT NETWORKS AND THE COM PAN IES
The companies in the research have almost one million employees worldwide.
Possibly 9 per cent or 90,000 of these people are gay, lesbian, bisexual or
transgendered (applying Bakker and Vanwesenbeeck 2006). The GLBT networks
are open to all employees, including contractors working on site. Some of the
networks operate internationally, others nationally. Yet only a fraction, 563
people, of the membership potential is actually a member of a Dutch corporate
GLBT network. Table 4.1 provides an overview of facts and demographics
relating to the GLBT networks in the six companies.
TABLE 4.1 FACTUAL INFORMATION ON THE PARTICIPATING COMPANIES
Co. Number of Number of Year network Members in Total members Sponsor in the Sponsor
countries employees in established NL (approx) in network company reports to:
(approx) company (approx)
1 69 65,000 2007 7 220 VP, Market Global D&I
Management
2 125 360,000 90's 25 1000 A board of 4 HR
senior execs,
sponsored by
HR leader
3 56 130,000 2004 300 900 Company Exec. Diversity
Board Member department
4 63 125,000 2008 15 22 No personal Corporate HR
sponsor yet.
5 110 120,000 2001 106 Globally - President CEO
unknown Director in NL
6 63 165,000 2005 110 400 2 Directors Group HR
Company 2 is the only company in the study that has people specifically tasked
with GLBT inclusion. The GLBT network in that company is part of a GLBT
inclusion strategy (see Appendix 9).
43
4.2 HR STR ATEGIE S IN THE COM PANIE S
44
4.3 P URPOSE OF T HE NETWORK
The corporate GLBT networks were established for various purposes, as shown in
Figure 4.1. The most predominant is to support and promote inclusiveness
(depicted in the graphic by Inc), which respondents argued would create an
environment in which employees can flourish and be productive, bringing all of
themselves into the company, for the value of the company. The second and third
most common purposes are to support individuals (Soc) and support business
(Bus). The networks at Company 3 and Company 5 were established for both
business and social purposes whereas the network at Company 2, according to the
interviewees, was established to provide a social context through which the
company can meet its goal of being a non-discrimination workplace.
FIGURE 4.1 THE PURPOSES OF THE COMPANY GLBT NETWORK
CM Bri Bri
Bri BP
Awa
Awa
Bus Bus
Bus Inc Bus
Inc Inc
Inc
Inc
Soc Soc Inc Soc
Soc
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
In this section the results of the primarily quantitative data from the questionnaire
are presented, followed by the qualitative data from the interviews. The findings
are organized around four tasks of HR: recruiting, retaining, developing and
45
utilizing employees. Findings relating to bonding, engaging and motivating
employees are discussed under these headings where relevant.
Don’t know
20% 14%
50%
50%
20%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
Most networks want their role to be expanded in the future, as shown in Figure
4.3, although few respondents envision that participating in recruitment strategies
could be a major role for networks.
FIGURE 4.3 RESPONSES TO QUESTIONS ON FUTURE PARTICIPATION IN RECRUITING EXPERTS
To a large extent
Q 12f Could the network initiate searches for
To some extent
experts in the future?
Not really
83%
100%
75% 80%
67%
50%
46 17%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
4.4.1.2 Interview findings
The telephone interviews revealed that the networks contribute to recruitment
activities more than the questionnaire results revealed.
The networks contribute to influencing public opinion that the company is a good
plays for GLBT to work. Company 6 elected to sponsor and participate in Canal
Pride 2008 for recruitment purposes. With 400,000 people watching, and chances
for free media coverage, “It is good for the image of the company”, said Co 6.1. “I
know of some people who joined the company because there is a network.” The
most important recruitment publication in the Netherlands, Intermediair, profiled
the GLBT network leaders of two companies after Canal Pride. The two-page
spread (Paassen 2008) sent a clear message that these companies welcome and
value GLBT employees.
The networks help attract young talent. “The Generation Y’s do their entire job
research through internet” said Co 1.1, adding that Generation Y’s are looking for
companies that are networked. This generation says “I don’t have to do it by
myself, I can do it with other people”, Co 3.2 commented. “They need to know
more people in the company. For that you need networks.”
The network members in Company 2 and Company 5 do not think the network
could participate more fully or more conscientiously in recruitment activities.
They find HR a well-oiled machine, capable of hiring the best, irrespective of
sexuality.
Used more effectively, says Co 3.2, the network could produce better results than
advertisements, arguing “Its all about who you know within your network and
how you can get more people interested in [the company]. The labor market is
getting so hard you need the network.”
Co 6.1 intends to use the GLBT network to find ICT specialists for its new
business line. Co 1.1 would like to go to universities and recruiting events “and
actively promote the fact that we are here” because, strategically, it is easier to
47
ensure that you get the kind of people into the company that you want in the
company, than to change the way 65,000 employees think. “When we are
bringing people in, lets not bring in the same old problem”.
50% 33%
60%
50% 14%
33% 33%
25%
14%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
48
talent operates, and how to accommodate them in the organization. “If that kind of
networking is the kind of thing that impassions them, that excites them, that is the
way they get things done, then we need to somehow figure out a way through our
networks to build that in as part of our business model.” (Co 3.3)
Co 3.2 urges recognition of the social role of the GLBT network. “[People] want
to have work and they want to have a social network as well, because that’s what
makes them feel right and feel appreciated and feel good about going to work.
With a social network, the satisfaction level is higher and people are content.”
Not really
17% 20%
25%
86%
50% 60% 100%
83%
50%
25% 20% 14%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
49
In four of the six companies, networks are spaces for informal leadership training,
and, as shown in Figure 4.6, one company specifically trains network leaders as
FIGURE 4.6 NETWORKS AND FORMAL LEADERSHIP TRAINING
Not really
40%
Don’t know
83%
100% 100% 100% 100%
60%
17%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
findings 20%
50
to the development of the individual as well as to the goals of the company.
Company 2 has a policy of developing GLBT employees. “People with career
aspirations are assigned to a more senior members to see how they can develop
themselves” (Co 2.1). In Company 5, where the GLBT network is involved in
educating new recruits on the company’s D&I policies and practices, network
members learn leadership skills they would not necessarily learn in their
professional work.
17%
Don’t know 40%
29%
50% 17%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
As Figure 4.9 illustrates, the networks have been developed to some extent as
information sharing spaces on marketing issues and company products, and on
business processes, but not on HR-related issues or other company related issues.
51
A majority of the respondents find that their network contributes to workplace
productivity. Company 2, Company 3 and Company 6 called this “The Cost of
Thinking Twice”, quoting Woody (2007): being “authentic, open, able to talk
about your personal situation” creates an environment in which colleagues can
work well together, for the benefit of the company.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
52
Co 3.2 wants to use the network as an internal bridge.
“Right now we could provide the ability for people to get to know other people
within different business lines and different organizations within the
company… we can organize speed dating, so you know who to go to when you
want to know something, because then you have an entry point somewhere.”
The networks at Company 5 and Company 1 gather data on mobility, for the
benefit of the company. With an expatriate population of 8500, Company 5 moves
its talent where needed, which can be to places where it is dangerous or illegal to
be homosexual. The network at Company 5 learned that 30% of respondents to a
research project they initiated had not applied for a position that could send them
to a dangerous country, because of their sexuality. 57% said their sexuality would
to a great extent influence where they would go. With esearch on how GLBT
employees perceive their jobs, the network in Company 5 is providing HR with
critical information. Co 5.1: “We are getting more information to HR, so HR can
answer the questions.”
Mobility issues also affect how the company can utilize its GLBT employees in
Company 1. The network has informed the company that gay and lesbian US
citizens with non-US partners face restrictive US immigration laws. If the
company needs the US citizen to work in the USA, the employee may have to
choose between leaving the company or requesting to be able to stay in Europe, as
he or she will not be able to sponsor the partner to live with them in the USA.
With the information the network has provided, the company is now lobbying for
legislative change in the USA.
53
4.5 E M ERGING ISSUES
Don’t know
100% 33%
40%
67%
50% 57%
33%
20%
Co 1 Co 2 Co 3 Co 4 Co 5 Co 6
54
to call it that. The majority of respondents agree that the network fulfils a need
among a specific group of employees to feel valued.
In the interviews, most network leaders found that being out at work takes
courage. Co 5.1 discussed why people do not want to be out at work.
“When you try to dig down into it a lot of it is about fearing for their career
prospects, their performance reviews and why do they think that? Because they
are listening to the informal conversations that are going on among their peers
and they hear their supervisors say. Which are often still very negative
remarks, throwaway remarks pointed at this community.”
Co 3.2 echoed the same sentiments:
“Often it is difficult for gay, lesbian, transgender and bisexual employees to
actually feel comfortable in the environment, because of jokes of straight
colleagues around them or some general attitudes which are not addressed…
The subtle ways employees engage each other on a daily basis. We know, from
our own personal experience, that this has a big effect on how effective you
work and how you feel about the company you are working for.”
Co 1.1 sees it as a task of the network to help change the “macho” culture so that
the “snowball will start rolling and then the people that are afraid or feeling that it
is not safe for them to disclose their status will join groups and help the ball roll
even further”. At present, anonymity is a key ingredient to developing an
environment that is conducive to gay people connecting with each other, and
which enables learning from the knowledge the network can provide. As Co 5.2
stated:
“I think this is a platform where you have the chance to be out and be who you
are, but you also have the chance to remain confidential and still benefit from
certain activities or knowledge that exists.”
55
4.6 S UMM ARY OF F INDINGS
56
5. A NALYSIS OF THE FOCUS OF GLBT NETWORKS
In this chapter, the focus of the GLBT networks in Dutch TNCs, and the factors
that support the focus, are analyzed. The author then identifies what is missing in
the focus and looks at factors that limit the networks.
5.1.1 GLBT networks contribute to finding the right people for the company
This present research indicates that the GLBT networks understand that
somewhere between 4 percent (the conservative estimate) and 9 percent (Bakker
57
and Vanwesenbeeck 2006) of the “right people” (Barney 2000) may be gay,
lesbian, bisexual or transgendered, and that to attract them and develop them
companies have to shift the dominant “fit, white, heterosexual, male” (Benschop
2007) paradigm. The research also indicates that the networks understand, as
Howard (1990) argues, that companies must attract employees that are not carbon
copies of each other if they are to be successful and innovative in today’s markets.
The networks are working with the companies to create an environment that is
attractive to a diverse workforce. A major focus of several of the networks in this
study is Canal Pride. Canal Pride is fun, exuberant and has a pro-gay message.
The presence of the corporate networks generates visibility for the company on
the day, positive coverage on TV and in relevant industry recruitment
publications. HR and network respondents firmly believe this is good for business
and good for recruitment strategies. Their argument reflects Boxall (1996) and
Handy’s (1994) strategy proposition that competitive advantage increases when
personal values and company values are aligned. By flying the company colours
at Canal Pride the networks are making a public statement that all people who
have what the company needs are both welcome and valued.
58
al. (2006) argue, to adapt to the changing needs of clients, changing economic
conditions, and changing perceptions of the social environment.
All the networks report that GLBT employees use the networks as spaces for
sharing information relating to external constraints they experience because of
their sexuality. In most of the networks members can join anonymously. Network
leaders find that these members disclose information, particularly on workplace
discrimination, they would not provide if their identity was known. As Kochan et
al. (2003) and Konrad (2006), discussed, workplace discrimination has a negative
effect on productivity and as Konrad (2006) noted, if these problems are left
unattended they will lead to high turnover of employees, less commitment to the
organization and negative behavioral and attitudinal outcomes. Through the
network members, data about the experiences and concerns of GLBT employees
has become available that would not have become available without the networks.
The GLBT network leaders in Company 1, Company 2, Company 3, Company 5
and Company 6 see their role as translating data they receive into information
they can feed to HR. In a number of companies, HR is acting on this information.
HR in Company 3 has made the link between the high cost of disengagement
59
(Gallup Management Journal 2001) and workplace discrimination as reported by
the network. It is now utilizing its GLBT network to investigate why people
come, why people stay and why people leave. In Company 2 the network is part
of an elaborate system to pinpoint and act on barriers to engagement, such as
discrimination. Company lobbyists in Company 1, after receiving information
from the network, are working to change US legislation on issues affecting gay
US citizens working outside the US.
The research provides evidence that some GLBT people, and particularly
transsexuals, stay in a company because there is a network. It is also clear that
gays, lesbians and bisexuals weigh the fact that there is a corporate GLBT
network in their decision to stay with their company, although most agree that
being a member of a company GLBT network is not a compelling reason to stay
in the company.
5.1.5 GLBT networks link and leverage knowledge within the company
The companies are starting to tap into the knowledge and the external networks of
the networks, a phenomenon that Toke and Marsh (2003) and Tsai and Ghoshal
60
(1998) claim are to the advantage of the company. The main use of the external
knowledge and networks is around recruitment issues (Company 1, Company 3
and Company 6), and utility issues (Company 3 and Company 5). The Company
Pride Platform plays a significant role in developing knowledge that is specific to
the issue of homosexuality in the workplace, and at conferences and meetings
networks share data and statistics that are helpful to all their companies. An
example is the concept of “The Cost of Thinking Twice”, which was developed
by Company 2, and is now used by four networks as an argument for creating a
level playing field to improve workplace productivity.
Two factors clearly affect the success of the networks: their relationship with HR
and their scope.
61
acknowledged by the company for their contribution to the networks, through
their performance reviews. Guthridge, Kromm and Lawson (2008), in their
critique of HR in the War for Talent, argue that HR needs to increase its
leadership role in developing the firm’s human capital as a driver of competitive
advantage. In all six companies, the networks are ready to collaborate with HR in
developing that capital.
The respondents indicated that HR departments and the networks could be doing
more together. Barney (1991) noted that it takes time to develop a workforce that
is unique, imperfectly imitable and with no strategic equivalent. Most of the
companies in this research have only just begun to involve GLBT networks in this
development.
62
5.3.1 GLBT networks can be used more in recruitment strategies
The companies and the networks acknowledge that network members are portals
to external communities where potential talent exists, as discussed by Granovetter
(1985), Scott (1991) and Morton (2006). What is missing is an understanding in
the companies and the networks of the potential of GLBT networks to cut costs
and increase effectiveness in recruitment strategies. “Chaos theory” (Hanley
2008) argues that social networks have a greater capacity to connect the company
to the individuals it needs than most forms of advertising. The research indicates
that companies could use the networks more to access Generation Y, as well as
the categories distinguished by Lepak and Snell (1999)in their HR architecture:
talent, potential specialists, contractors and trustworthy market-based staff.
Employees that are recruited through personal networks come with a ready-made
relationship with the company that can positively affect their engagement and
their motivation, as MacGillivray and Golden (2007) found from their research on
managing and leveraging diversity. Network leaders in Company 1 and Company
3 plan to incorporate this task into the activities of their networks.
63
Lengnick-Hall and Lengnick-Hall (2003) and Bartlett and Ghoshal (2002) found
that people need networking skills to link and leverage each other’s knowledge.
Networking is a business skill and people need to be trained to network well.
None of the networks receives or organizes training in networking skills. Even
informal gatherings, such as the monthly drinks of the Company Pride Platform,
are not treated by the members as places to learn and practice network skills.
Company networks organizing social events rarely accommodate the fact that
many potential and actual members do not live and work in the same city as the
network leadership. Informal opportunities to network are not being developed as
such, and formal network events are not structured as opportunities to learn more
about the work of other network members.
A new issue arising from this research and not discussed in the literature is the
compensation for the time that network leaders and network participants invest in
their activities. The networks are developing the available social capital for
competitive advantage, as Nahapiet and Ghoshal (1998) advocate. In Company 1,
Company 2 and Company 5, if employees make a case that the time is well spent,
64
they can perform some activities in company time. In the other companies, the
leaders do this work next to their ‘day job’ on a voluntary basis. In this case, this
professional activity, which could potentially be even more effective, is dependent
on the leaders balancing the tension of their two functions.
65
6. C ONCLUSIONS AND R ECOMMENDATIONS
The networks create new pathways for communication within the company,
providing the company with opportunities for increasing the development and
storage of knowledge that is specific to the company and therefore unique. They
also provide a social context in which employees can have fun and feel valued.
This study found that corporate GLBT networks contribute in five ways to HR
strategies.
• Corporate GLBT networks contribute to finding the right people for the
company
• GLBT networks help utilize employees
• GBT networks build social capital
• GLBT networks create economic and reliable business resources
66
• GLBT networks link and leverage knowledge within the company.
A business case requires concrete examples. From this study, four concrete
examples of GLBT network contribution to HR strategies for competitive
advantage emerged.
• Networks research issues that impede GLBT employees from engaging fully
in the work environment, and pass the knowledge on to HR for action.
• Networks participate in public events such as the Company Pride Platform and
Canal Pride, engaging employees from all businesses within the corporation in
public relations, marketing and eventually in recruiting activities.
• Networks offer safe spaces for GLBT employees, offering GLBT employees a
launching pad for bringing their full self to work, and offering a safe
environment for disclosing experiences of the absence of a level playing field
in employment conditions.
• In a tight talent market, GLBT networks show 9% of the potential talent pool
– GLBT people – as well as straight people who value working in a diverse
environment, that the company is a place where GLBT employees are
welcome. This provides the company with a competitive advantage over
others in the industry that do not communicate this message.
The networks could do more. Most of the GLBT networks in this study are
precocious and keen to align themselves with the goals of their companies, but
few HR representatives and network leaders understand the full potential of
networks in the corporate context. For the company to benefit fully, five activities
are recommended.
• First, using the findings of this research, it is recommended that networks
audit their activities based on the five ways GLBT networks contribute to HR
strategies. The Company Pride Platform can be used as a space for sharing
information on how to implement each of these five contributions, and
networks wanting to learn more about how a network from another company
67
set up their activity can be mentored by network members from networks that
have successfully implemented these activities.
• Second, it is recommended that HR strategists and the GLBT network sit
down and map out together how to concretely work together to benefit from
the potential of the networks. Of particular concern is to develop strategies to
increase the agency of network members, as it is this space of self-motivated
creativity that the greatest advantages in networking can be had. Where
appropriate, HR departments can drive the developments, as this will free time
from the network leaders to concentrate on developing the networks.
• Third, as networks rely on inspired and motivated members, it s recommended
that network leaders develop the networks as both social and professional
networks. Maintaining the network is a skill. Networks are advised to develop
and implement a training syllabus. The training will include leadership
training and training in the specific HR strategies of the company for network
leaders. Regular network skills training for members and leaders will also be a
part of the syllabus.
• Fourth, it is recommended that networks audit their activities to assess
whether all their activities can be done by employees, next to their ‘day jobs’,
or whether support staff are needed for ongoing activities. It is recommended
that the network and HR strategists map out ways of compensating employees
for their contribution to company HR strategies through their network
activities, and make these known to network members. Where possible the
contribution can be recognised in employee performance goals. Compensation
may be in the form of providing a mentor for the employee’s further career
advancement, the opportunity to participate in an external GLBT conference,
or any other form that is of service to the company, the employee and the
network.
• Fifth, while the wealth of knowledge contained within the corporate GLBT
networks in the Company Pride Platform is already substantial, it is
recommended that networks benchmark their activities against other corporate
GLBT networks in similar economic and legislative environments.
68
There is need for further research. This present research was exploratory. Action
research can be undertaken, for example, to see whether the groundbreaking work
on chaos theory by Duncan Watts (2004) can be applied to corporate GLBT
networks. Some marketers use Watts social network theory1 to drastically cut in
advertising costs and at the same time increase profits by applying. For the HRM
practices of companies with GLBT networks, similar dramatic cost savings with
increased effect may be possible. Research can be undertaken in each company, to
explore all the possible ways a GLBT network could potentially contribute to the
specific HRM strategies in that company. For research can be undertaken on the
issue the networks have raised: the cost of loss of mobility due to repressive laws
in countries where the companies operate.
1
Famously among the companies that make use of social network theory is Zara, that does not
spend any money on advertising (see Hanley 2008)
69
7. P ERSONAL D EVELOPMENT
My intention was to learn lessons from the corporate networks that can be used in
the corporate context and extrapolated to the not-for-profit environment. What I
discovered is that there are many sorts of networks and there is no one model to fit
all. It is outside the scope of this research to discuss the non-profit context, but
several pointers can be found for developing a sustainable and, more importantly,
useful network. When establishing a network, it is important to know
- is it organized in a way that it brings the wealth of external networks into the
work environment?
- can it bring new knowledge into our projects?
- is the network supported by top management?
- is it aligned with the goals of the organization?
My intention was also to learn research techniques. I have accomplished this and I
utilized this knowledge to lead research teams in my work environment. This has
provided me with new and profitable skills.
70
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80
A PPENDIX 1 I NVITATION AND I NSTRUCTIONS
The following invitation and instructions were sent to all network leaders, HR
representatives and participating network members that were known to the
interviewer. Network leaders in Company 1, Company 2, Company 4, Company 5
and Company 6 network leaders forwarded the instructions to members of their
networks. Network leaders in Company 3 provided the interviewer with contact
details of the participants in their company.
Dear Sir/Madam,
You are invited to participate in the research project into the role that networks of
lesbian, gay, bisexual and transgender (GLBT) employees can play in contributing
to the Human Resource Management (HRM) goals of Dutch transnational
corporations.
The research project was initiated by the Company Pride Platform and is being
carried out in partial fulfillment of the researcher’s MBA degree at Henley
Management College in the UK. The researcher is in no way affiliated with any of
the companies or networks in this study.
I received your contact information from the leaders of the Gay and Lesbian
Network in your company.
The first part of the research is a questionnaire, which will take you approximately
10 minutes to fill in. Please complete this online questionnaire by June 12th. You
may request an email version of the questionnaire, if you prefer using email.
81
The questions are designed to find out what benefit, if any, GLBT networks
provide to companies and can potentially provide to companies. The invitation to
complete the questionnaire is being sent to one HR representative in each of six
companies participating in this research (ING, TNT, IBM, Shell, Philips and
Cisco) two of the GLBT network leaders from each of the companies (where
networks already exists), and several network members (selected randomly from a
list provided by the network leaders).
Be assured that any information provided will be treated in the strictest confidence
and none of the participants or companies will be individually identifiable in the
resulting dissertation. You are, of course, entirely free to discontinue your
participation at any time.
Your participation is voluntary and your time is valuable. Thank you for taking
the time to participate in this research.
Any enquiries you may have concerning this project should be directed to me at
the following address:
Lin McDevitt-Pugh
C. Trooststraat 45/2
ljpugh@xs4all.nl
tel: (+31) 06-150-48468
82
2. Instructions for completing this questionnaire
This questionnaire has two parts. In the first part, you are asked to provide general
information about your organization and the GLBT corporate network.
In the second part, you are asked for your opinions. All the questions relate to HR
management strategies. All the questions are intended for both the HR
representative and the network representatives.
When you answer the questions you are asked to give a rating on a 3-point scale.
Please indicate whether, in your opinion, your answer is “To a large extent”, “to
some extent” or “not really”. If you don’t know, you can tick the box “Don’t
know”. For example, if the question is
“Does HR engage the GLBT network to help find top talent for the company to
recruit?”
and you think that this is something that HR does to a large degree, you will place
a tick (X) in the “To a large extent” square, as shown in the example below:
To a large To some Not really Don’t
extent extent know
a. Does HR engage the GLBT network to help find top X
talent for the company to recruit?
The intention is that everyone answers every question to the best of their ability.
You are asked to answer all the questions to the best of your ability. If you do not
know the answer, please respond with “Don’t know”. Not everyone will have all
the answers to all the questions.
83
A PPENDIX 2 O NLINE Q UESTIONNAIRE
1 Name of Company
2 Your name
10 Does the network have an executive sponsor in the company? Please provide
title of function of sponsor.
12a Does HR engage the GLBT network to help find top talent
for the company to recruit?
12b Does the network initiate searches for top talent for the
company?
12c If not, could the network do this in the future?
12d Does HR engage the GLBT network to help find experts –
lawyers, marketers, engineers, scientists etc for specific
projects?
12e Does the network initiate searches for experts – lawyers,
marketers, engineers, scientists etc for specific projects?
12f If not, could the network do this in the future?
12g Does HR engage the GLBT network to help the company
find skilled contractors such as writers, accountants,
analysts?
84
Q No. YOUR OPINION TO A TO SOME NOT DON'T
LARGE EXTENT REALLY KNOW
EXTENT
THESE QUESTIONS RELATE TO HOW THE NETWORK PLAYS A ROLE IN BRIDGING INTERNAL AND EXTERNAL ENVIRONMENTS TO
THE ADVANTAGE OF THE COMPANY. THE EXTERNAL ENVIRONMENT IN THIS CONTEXT MEANS THE WORLD OVER WHICH THE
COMPANY HAS N DIRECT INFLUENCE. EXTERNAL NETWORKS INCLUDE FAMILY, FRIENDS AND, FOR MANY GLBT PEOPLE,
GLBT ORGANIZATIONS.
85
Q No. YOUR OPINION TO A TO SOME NOT DON'T
LARGE EXTENT REALLY KNOW
EXTENT
86
Q No. YOUR OPINION TO A TO SOME NOT DON'T
LARGE EXTENT REALLY KNOW
EXTENT
THESE QUESTIONS ADDRESS WHETHER THE GLBT NETWORK IS DESIGNED TO CONTRIBUTE TO THE SPECIFIC HR GOALS OF
THE COMPANY
27 Does your company have a specific HR management strategy? Yes No Don’t know
87
A PPENDIX 3 D ISTRIBUTION OF HR S TRATEGIES AND
N ETWORK L EVELS IN Q UESTIONNAIRE
The following table shows the questionnaire questions and their relationship to
Agency theory, HR strategies (Lepak and Snell, Bartlett and Ghoshal) and
network levels (Nahapiet and Ghoshal).
Q Question Agency HR Network
no. strategies levels
12a Does HR engage the GLBT network to help find top talent for the company A Recruitment Structural
to recruit?
12b Does the network initiate searches for top talent for the company? A Recruitment Structural
12c If the network does not initiate searches for top talent, could it do this in the A Engaging Structural
future?
12d Does HR engage the GLBT network to help find experts – lawyers, A Recruitment Structural
marketers, engineers, scientists etc for specific projects?
12e Does the network initiate searches for experts – lawyers, marketers, A Recruitment Structural
engineers, scientists etc for specific projects?
12f If the network does not initiate searches for experts, could it do this in the A Recruitment Structural
future?
12g Does HR engage the GLBT network to help the company find skilled A Recruitment Structural
contractors such as writers, accountants, analysts?
12h Does the network initiate searches for skilled contractors such as writers, A Recruitment Structural
accountants, analysts?
12i If the network does not initiate searches for skilled contractors, could the A Recruitment Structural
network do this in the future?
12j Does the GLBT network play a role in gathering and using information from Utilization Structural
external sources for the benefit of the company?
12l Was the network formed to fulfill a need among a specific group of A Engaging Relational
employees to feel they are a part of a valued community within the
company?
13a Does the network contribute to developing in-company career perspectives A Development Structural
for its members?
13b Does the network work with HR to locate participants for company projects? Engaging Structural
13c If the network does not work with HR to locate participants for company Engaging Structural
projects, could the network do this in the future?
13d Do members learn about the company, and how they can contribute to the A Bonding Cognitive
company, through the network?
13e Is more than one network member involved in representing the network at A Development Cognitive
conferences?
13f Is there any indication that people stay with the company because there is a Retention Structural
network?
15a Does the network consciously make use of the network of relations of its A Engaging Cognitive
members to bring relevant knowledge to the company?
88
Q Question Agency HR Network
no. strategies levels
16 Does HR and other parts of the organization call on the network to use its A Engaging Structural
knowledge and connections with the external environment to promote the
company and its products?
17 Does the network encourage members to share their resources with the A Utilization Structural
company?
18a Does HR and other parts of the organization encourage the network to use A Utilization Structural
its knowledge and connections with the external environment to initiate
activities that are advantageous to the company?
19 Does the network represent the company in any external environments? A Development Structural
20 Does the network identify business opportunities when they occur? A Engaging Structural
21 Do the relationships created within the network result in network members A Bonding Relational
working together on company projects?
22a Does the company acknowledge the commitment of the network members Motivating Relational
to the goals of the company?
23a Does the network provide a ‘safe space’ where people feel acknowledged Motivating Relational
and valued?
23b Does your company have diversity training programmes, to address the Motivating Relational
problems of some minority groups feeling they are ‘outsiders’?
23c If the company has diversity training, is the network consulted in the Engaging Cognitive
development of diversity training programmes?
23d If the company does not consult the network for diversity training Motivating Cognitive
programmes, could they be consulted in the future?
23e Is the network involved in monitoring the success of the diversity training A Bonding Cognitive
programmes?
23f Are the networks specifically asked by the company to work with the A Engaging Cognitive
company to combat discrimination?
24a Does the network provide information to its members about company Bonding Cognitive
products?
24b Does the network provide information to its members about HR-related Bonding Cognitive
issues?
24c Does the network provide information to its members about business Bonding Cognitive
processes?
24d Does the network provide information to its members about marketing Bonding Cognitive
issues?
24e Does the network provide information to its members about other, company Bonding Cognitive
related issues?
25a Is the network used to develop or pilot company projects? Engaging Structural
25b Is the network used to research issues relating to product development? Engaging Cognitive
25f Is the network used to generate market-related knowledge for use by the Utilization Cognitive
company?
Is there any indication that this feeling of community enhances people’s A Motivating Relational
productivity at work?
89
Q Question Agency HR Network
no. strategies levels
26 Does the company encourage network members to use their internal and Development Structural
external networks to expand their knowledge of technologies or skills that
can be used in developing company products?
90
A PPENDIX 4 I NTERVIEW S TORY B OARD AND
I NFORMATION
Dear Sir/Madam,
Thank you for participating in the research project into the role that networks of
lesbian, gay, bisexual and transgender (GLBT) employees can play in contributing
to the Human Resource Management (HRM) goals of Dutch transnational
corporations.
You have already completed the survey and have agreed to participate in a 30
minute interview in which we will explore in more depth some of the points
arising from the survey. In both the survey and the interviews we are exploring
how networks contribute to developing a company’s human capital resource. We
are also exploring how they could contribute more. The research will be used in
the researcher’s MBA dissertation.
The Company Pride Platform, which is sponsoring this research, will have access
to the dissertation and will be informed of any subsequent publications resulting
from the research. Be assured that any information provided will be treated in the
strictest confidence and none of the participants or companies will be individually
identifiable in the resulting dissertation. You are, of course, entirely free to
discontinue your participation at any time or to decline to answer particular
questions.
Your participation is voluntary and your time is valuable. Thank you for taking
the time to participate in this research.
Any enquiries you may have concerning this project should be directed to me at
the contact information given above.
Lin McDevitt-Pugh
91
I NTERVIEW CONSENT FORM
I ……………………………………………………………………………
hereby consent to participate as requested in the letter of introduction for the
research project into the role that networks of lesbian, gay, bisexual and
transgender (GLBT) employees can play in contributing to the HRM goals of
Dutch transnational corporations.
4. I am aware that I should retain a copy of the information sheet and consent
form for future reference
5. I understand that:
• I may not directly benefit from taking part in this research
• I am free to withdraw from the project at any time and am free to decline to
answer particular questions
• While the information gained in this study will be published as explained, I
will not be identified, and individual information will remain confidential
• I may ask that the recording/observation be stopped at any time, and that I
may withdraw at any time from the session of the research without
disadvantage.
6. I agree to the tape/transcript being made available to other researchers who are
not members of this research team, but who are judged by the research team to
be doing related research, on condition that my identity is not revealed.
I certify that I have explained the study to the volunteer and consider that she/he
understands what is involved and freely consents to participation.
Researcher’s name: Lin McDevitt-Pugh
92
S TORY BOARD AND QUESTIONS
This story board was for the use of the interviewer only. Most of the questions
were asked to most of the interviewees. All of the interviewees were asked
additional questions that related to the answers they had given in their
questionnaires.
Purpose of interview
• Analyse the focus of GLBT networks in Dutch TNCs, relative to the identified
HR issues
• Identify what is missing in the strategies of GLBT networks
• Identify possible future direction of the GLBT networks to ensure a better fit
between the needs and goals of the GLBT network members and the business
needs of the organization
Questions for HR
93
A 1 I want to explore further how networks are used as a means of creating agency in companies,
S enhancing the capacity of the company to blend its mix of skills and resources and respond
quickly to the constantly changing business environment. This is of course the area in which HR
R
operates. To begin, I want to ask what you think about the statement : “The task of HR is to
C develop the human capital resource as a contribution to the competitive advantage of a
company”?
A/ S/ R/ C/ ? 3 From an HR strategy point of view, what are the three most important purposes of a GLBT
company network?
A/ S/ R/ C/ ? 5 From the responses to the survey so far, a number of networks want to contribute more than at
present to the company. How could they expand their scope?
A/S 6 In your company there are a number of networks. How is the effectiveness of networks influenced
by formal measures such as performance reviews? What other formal measures influence the
effectiveness of networks?
A/S 7 Laws, agreements and attitudes relating to homosexuality are changing at a rapid speed,
throughout the world. For example, mobility laws for same sex couples are changing in Europe.
How do you use your GLBT network to keep the company appraised of changes? How do you
use the GLBT network to help determine how the company responds to these changes?
General Questions
A / R/ ? 8 From the responses to the surveys so far, it looks like most GLBT networks were set up by
employees. Why was your GLBT network established?
S 9 A recent EU study showed that many employers are hoping that, by having a ‘diversity’ culture,
they will be able to expand the pool from which they can find their employees. From the
responses to the survey so far, very few companies are harnessing the potential of networks to
help it find skilled employees, or talent. Networks have access to specific communities that may
not be otherwise easily accessed by the company: friends of network members, study-mates,
social change movements etc. What could HR do to harness these resources for the greater
advantage of the company?
S 10 This question is about recruiting, retaining and developing talent. The responses to the survey so
far indicate that the corporate GLBT networks are good for business. The monthly “Company
Pride” drinks organised for all participants in the GLBT networks in the Netherlands provide
companies with new contacts that are then used in a business context. Canal Pride and the
August conference are good for the company’s visibility and good for the emotional attachment of
the employees to the company. What do you think about these developments, from a company
point of view?
R 11 In their responses to the survey so far, a significant number of network leaders stated that they
are committed to their company because there is a network. In other words, the network helps the
company retain resources. What do you think about this, from the perspective of resource
retention? And from the perspective of developing resources?
R 12 Many companies have diversity training programs but do not involve the GLBT networks in
C developing them or monitoring them. What do you think about this?
C 13 Networks are pockets of individual-based knowledge and expertise. These pockets are valuable
to a company if they are somehow related to profits. For example, if the network helps acquire a
potential customer because that customer appreciates the company’s specific expertise on gay
and lesbian issues, this is valuable. In the questionnaires a number of instances of the value of
the knowledge of the GLBT network were noted. How is the knowledge of the GLBT network
embedded – stabilized - in the company?
C 14 Research shows that one of the valuable contributions of any sort of network to a company is the
continual cross-fertilize of knowledge between members. From some of the answers to the
questionnaire it can be deduced that some network members attend local and international GLBT
conferences and that this in the end benefits the company. How does this knowledge benefit the
company? How can the company make more use of this knowledge in the future?
94
R 16 Network leaders help create an environment in which GLBT employees feel valued and welcome.
What existing HR practices support you in this work? What practices would you like to see
introduced?
95
A PPENDIX 5 C ONTACT S HEET I NTERVIEWS
96
A PPENDIX 6 L ETTER OF I NVITATION TO P ARTICIPANTS
!
" # $ %
Re: GLBT corporate network research
The questions in the questionnaire are designed to find out whether GLBT
networks add value to corporate HR goals. The questionnaire will be answered by
one HR representative in each of five companies participating in this research,
two of the GLBT network leaders from each of the companies, and several
network members. The questions in the questionnaire can be traced to several
elements of management theory, both on HR and competitive advantage, and on
the value of networks in the business setting. The interview with the HR
representative and, separately, the two network leaders will concentrate on how
the network ‘fits’ with the specific HR strategies used in each company.
May I count on your participation? I will call you this week for your reply.
I am looking forward to working with you on this research project,
Sincerely, Lin McDevitt-Pugh
97
A PPENDIX 7 C ODIFIED I NTERVIEW A NSWERS
The following tables indicate what types of statements were made during the
interviews relating to HR strategies, network levels and specific area of
contribution these make to the company. The company and page number of the
transcription are cited in the last two columns.
98
HR strategies Network Area of contribution Co. page
levels no.
99
HR strategies Network Area of contribution Co. page
levels no.
Utilization Cognitive Organizational knowledge 5 3
Utilization Cognitive Organizational knowledge 4 5
Utilization Relational Trust (Strong Ties) 2 1
Utilization Relational Trust (Strong Ties) 4 4
Utilization Relational Mitigate negative effects 1 7
Utilization Relational Mitigate negative effects 3 4
Utilization Relational Mitigate negative effects 5 2
Utilization Relational Mitigate negative effects 5 2
Utilization Relational Mitigate negative effects 5 3
Utilization Relational Mitigate negative effects 6 1
Utilization Relational Reciprocity 3 13
Utilization Relational Relationships 2 1
Utilization Structural Access to public opinion 6 6
Utilization Structural Access to public opinion 5 4
Utilization Structural Access to public opinion 2 4
Utilization Structural Access to public opinion 2 1
Utilization Structural Business development 3 12
Utilization Structural Business development 3 11
Utilization Structural level playing field 1 5
Utilization Structural level playing field 1 7
Utilization Structural Managing change/adaptability 5 13
Utilization Structural Managing change/adaptability 3 11
Utilization Structural Mitigate negative effects 2 2
Utilization Structural New business opportunities 1 6
Utilization Structural New business opportunities 3 1
Utilization Structural New business opportunities 2 4
Utilization Structural New info 4 6
Utilization Structural New info 3 1
Utilization Structural New info 5 3
Utilization Relational Support (Strong Ties) 5 4
Utilization Structural Weak ties 6 4
100
HR strategies Network Area of contribution Co. page
levels no.
Retention Relational Support (Strong Ties) 1 5
Retention Cognitive Organizational knowledge 3 6
Retention Cognitive Organizational knowledge 3 6
Retention Relational Reciprocity 6 6
Retention Relational Relationships 6 6
Retention Relational Relationships 3 19
Retention Relational Support 2 15
Retention Relational Support 3 7
Retention Relational Support 3 3
Retention Relational Support 5 5
Retention Relational Trust 3 3
Retention Relational Trust 3 7
Retention Relational Trust 3 10
Retention Structural cultural change 1 5
Retention Structural Support (legislative, organisational)
1 5
Retention Structural Support (legislative, organisational)
5 4
Retention Structural Support (legislative, organisational) 2 16
101
HR strategies Network Area of contribution Co. page
levels no.
Bonding Relational Trust (Strong Ties) 2 17
Bonding Relational Trust (Strong Ties) 3 10
Bonding Relational Trust (Strong Ties) 6 6
Bonding Relational Trust (Strong Ties) 6 4
Bonding Relational Support (Strong Ties) 2 1
Bonding Relational Support (Strong Ties) 3 10
Bonding Relational Support (Strong Ties) 3 10
Bonding Relational Support (Strong Ties) 3 1
Co. page
HR strategies Network Area of contribution no.
levels
102
HR strategies Network Area of contribution Co. page
levels no.
Engaging Relational Mitigate negative effects 5 7
Engaging Relational Mitigate negative effects 2 17
Engaging Relational Mitigate negative effects 2 1
Engaging Relational Mitigate negative effects 4 4
Engaging Relational Mitigate negative effects 3 18
Engaging Relational Mitigate negative effects 6 5
Engaging Relational Trust (Strong Ties) 2 1
Engaging Relational Trust (Strong Ties) 4 4
Engaging Relational Trust (Strong Ties) 5 7
Engaging Relational Trust (Strong Ties) 4 5
Engaging Relational Trust (Strong Ties) 2 17
Engaging Structural Business development 3 4
Engaging Structural Managing change/adaptability 6 2
Engaging Structural Managing change/adaptability 2 17
Engaging Structural Managing change/adaptability 6 3
Engaging Structural Managing change/adaptability 5 3
Engaging Structural Managing change/adaptability 2 3
Engaging Structural Weak ties 3 18
103
A PPENDIX 8 W ORLD H OMOSEXUALITY L AWS
Legend
YY No information
Homosexuality legal
Homosexuality illegal
YY Minimal penalty
YY Large penalty
YY Life in prison
YY Death penalty
Source: Wikipedia, accessed 16 August 2008
http://en.wikipedia.org/wiki/Image:World_homosexuality_laws.svg
104
A PPENDIX 9 I NBEDDING OF GLBT NETWORK IN
C OMPANY 2
The network at Company 2 is the oldest, the best established within the corporate
structure and, paradoxically, has few members and even fewer who participate in
network events. The network is part of a non-discrimination structure that is
deeply anchored in the corporation. There is a strict division of tasks in the
structure: the networks have a purely social role, intended to make the GLBT
community feel appreciated and valued, while the GLBT executive staff are
responsible for change. Yet there are only 25 members in the whole of the
Netherlands. The founder of the network (in the 1990’s) is still the leader and he
is unable to find people to take over from him. Except at Canal Pride, only 5 or 6
people attend network events. Nevertheless, all three interviewees stated that the
network contributes to the primary goal for which it was established.
Co 2: The Structure of
GLBT in D&I
CEO Support of
diversity
Thematic areas
Thematic area Thematic area Thematic area
Thematic area Thematic area Thematic area Thematic area initiate and
Diverse Cultural
Women in
Awareness/
Multi- GLBT Work/life People monitor diversity
Tech leadership acceptance lingualism 4 co-chairs balance w. disabilities policy
HR “Mirrors” implement
organizes Europe
HR-related activities &
senior exec “mirror”
meeting business related
watching activities in the region
progress = Benelux
2 x year Diversity person
Network activities
NL Belg Lux primarily social
GLBT
GLBT GLBT
network
network network
105
A PPENDIX 10 R ESPONSES TO Q UESTIONNAIRE
The following tables show how respondents answered the questions. The purpose
of the percentage column is to show majority opinions, none of which can be
translated into general figures for all companies.
Questions focusing on retention Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
Is there any indication that people stay with the company 13f Structural 4 5 6 12 27 44
because there is a network?
Questions focusing on recruitment Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
Does the network initiate searches for top talent for the 12b A Structural 0 4 20 3 27 74
company?
Does HR engage the GLBT network to help find top talent for 12a A Structural 1 4 20 2 27 74
the company to recruit?
Does HR engage the GLBT network to help find experts – 12d A Structural 0 2 20 4 26 77
lawyers, marketers, engineers, scientists etc for specific
projects?
Does the network initiate searches for experts – lawyers, 12e A Structural 0 4 21 2 27 78
marketers, engineers, scientists etc for specific projects?
If the network does not initiate searches for experts, could it 12f A Structural 2 22 1 2 27 81
do this in the future?
Does HR engage the GLBT network to help the company find 12g A Structural 0 3 18 6 27 67
skilled contractors such as writers, accountants, analysts?
Does the network initiate searches for skilled contractors 12h A Structural 0 1 19 7 27 70
such as writers, accountants, analysts?
If the network does not initiate searches for skilled 12i A Structural 3 19 2 3 27 70
contractors, could the network do this in the future?
Questions focusing on development Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
Questions focusing on utilization Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
106
Questions focusing on bonding Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
Does t he netw ork provide inf ormation t o its members 24a Cognit ive 9 11 5 2 27 41 74
about company product s?
Does t he netw ork provide inf ormation t o its members 24b Cognit ive 1 6 18 2 27 67
about HR-related issues?
Does t he netw ork provide inf ormation t o its members 24c Cognit ive 2 12 11 2 27 44 85
about business processes?
Does t he netw ork provide inf ormation t o its members 24d Cognit ive 3 15 7 2 27 56 81
about marketing issues?
Does t he netw ork provide inf ormation t o its members 24e Cognit ive 3 7 12 5 27 44 70
about ot her, company related issues?
Is t he netw ork involved in monitoring the success of t he 23e A Cognit ive 3 5 12 7 27 44 70
diversity training programmes?
Was the network formed to fulfill a need among a specific 12l A Relational 18 5 1 3 27 67
group of employees to feel they are a part of a valued
community within the company?
Do members learn about the company, and how they can 13d A Cognit ive 3 18 5 1 27 67
contribute to the company, through the network?
Does the network provide a ‘safe space’ where people feel 23a Relational 15 9 1 2 27 56 89
acknowledged and valued?
Do the relationships created within the network result in 21 A Relational 1 11 11 4 27 41 81
network members working together on company projects?
Questions focusing on engaging Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
Does the network consciously make use of the network of 15a A Cognit ive 8 9 5 5 27 30 63
relations of its members to bring relevant knowledge to the
company?
Is the network used to research issues relating to product 25b Cognit ive 2 3 20 2 27 74 85
development?
Does the network identify business opportunities when they 20 A Struct ural 2 12 10 3 27 44 81
occur?
Is the network used to develop or pilot company projects? 25a Struct ural 3 7 12 5 27 44 70
If the network does not initiate searches for top talent, could it 12c A Struct ural 4 19 1 3 27 70
do this in the future?
Does HR and other parts of the organization call on the 16 A Struct ural 2 12 12 1 27 44 89
network to use its knowledge and connections with the
external environment to promote the company and its
products?
Does the network work with HR to locate participants for 13b Struct ural 0 10 15 2 27 56
company projects?
If the network does not work with HR to locate participants for 13c Struct ural 7 12 2 4 25 48 76
company projects, could the network do this in the future?
Questions focusing on motivation Q no. Agency Network To a large To some Not really Don't Total Major- Com-
theory extent extent know ity % bined %
If the company does not consult the network for diversity 23d Cognit ive 13 7 0 3 23 57 87
training programmes, could they be consulted in the future?
107
A PPENDIX 11 A NSWERS TO Q UESTIONNAIRE ,
G ROUPING
The following table compares the way the network leaders, the network members and the HR
representatives answered the questions in the questionnaire (online numbering system used).
HR responses to multiple response questions
12a 12b 12c 12d 12e 12f 12g 12h 12i 12j 12k 12l 12m 13a 13b 13b.1 13c 13d 13e 13f 14 15a 15b 16a 16b 17 17a 18a 18b
To a great extent 1 2 1 1 5 1 3 1 2 2
To some extent 1 2 4 1 2 6 4 4 1 4 4 4 4 4 4 3 3 4 3
Not really 4 4 5 4 6 6 1 1 2 2 2 2 2 2 2 1
Don't know
Total 6 6 6 6 6 6 6 6 6 6 6 1 6 6 6 6 6 6 6 6 6 6
To a great extent 1 1 1 1 5 3 3 3 2 1 1 2 2 1 1 1 1 1 1
To some extent 5 3 3 1 1 3 1 1 4 1 3 2 2 5 2 1 2 1 2 1 1
Not really 2 1 2 1 4 1 4 2 1 2 4 3 4 3 5 3
Don't know 1 1 1 2 1 1
Total 6 6 6 3 6 6 6 4 6 6 6 6 6 6 6 6 6 6 6 6 6 5
To a great extent 8 2 1 5 11 9 6 10 2 3 7 1 3 2 1 2 3 3 1 3
To some extent 10 9 8 7 7 7 6 6 4 10 3 8 3 9 9 4 2 4 2 4 3
Not really 2 7 9 5 1 2 2 9 5 16 4 15 10 7 11 16 12 14 12 14 10
Don't know 1 3 3 4 2 3 7 3 6 3 2 2 2 2 2 4 2 3 2 2 3 3
Total 21 21 21 21 21 21 21 19 21 21 21 21 21 22 21 21 21 21 21 21 21 16
To a great extent 3 5 4 2 6 1 2 2 1 2 1 1 1
To some extent 8 5 6 6 7 6 5 6 2 4 2 7 3 5 6 4 1 1 1 1 1
Not really 2 6 6 4 1 1 6 5 10 3 8 7 4 6 10 10 12 11 11 9
Don't know 1 3 2 4 2 3 6 1 5 3 2 2 2 2 2 3 2 2 2 2 2 2
Total 14 14 14 14 14 14 14 13 14 14 14 14 14 14 14 14 14 14 14 14 14 12
To a great extent 5 2 1 5 6 5 4 4 1 1 0 5 0 0 1 1 0 1 3 3 1 3
To some extent 2 4 2 1 0 1 1 0 2 6 1 1 0 4 3 0 1 3 2 3 2
Not really 0 1 3 1 1 1 1 0 3 0 6 1 7 3 3 5 6 2 2 1 3 1
Don't know 0 0 1 0 0 0 1 2 1 0 0 0 0 0 0 1 0 1 0 0 1 1
Total 7 7 7 7 6 5 7 6 7 7 7 7 7 8 7 7 7 7 7 7 7 4
108