When lesbian, g-a-y, bisexual, or transgender (LGBT) employees are offered an assignment in another coun- try, they face some considerations that aren’t likely to affect their straight colleagues: how their sexual orienta- tion will be treated in the new country. While some coun- tries have relaxed attitudes, dozens frown on or even criminalize same-sex relationships and other behavior that doesn’t conform to their gender norms. An assign- ment in one of those countries could be uncomfortable at best and dangerous at worst. In countries that outlaw same-sex relations, punishments include prison and, in a few cases, even the death penalty. Even where the laws aren’t enforced, they contribute to a climate in which people don’t report violence against or black- mail of LGBT persons. With this in mind, LGBT managers acknowledge turning down foreign assignments in order to protect themselves.

LGBT employees who accept these assignments can expect some extra surprises or challenges. One challenge—easier for single and childless employees—is a need to hide their identity. An employee of a British company, while working in Nigeria, asked her British HR department not to share with her local colleagues that her next of kin was her wife, because she expected prob- lems could result. On the positive side, some employees find LGBT subcultures that warmly welcome them and help them navigate the new culture where they are posted. And some find that being an expat already marks them as “different” in the eyes of locals, so the sexual orienta- tion doesn’t matter much.

Given that LGBT employees often are treated differ- ently in foreign assignments, employers have to deter- mine what their role will be in offering the assignments. For example, they might offer LGBT employees overseas assignments only in countries where they believe these employees can travel and live safely. Or they might ensure that their cross-cultural training touches on these issues, regardless of any assumptions about employees’ sexual orientation, so that all employees can make informed decisions. Some companies with a commitment to equal opportunity go further and try to influence change in the countries where they operate—for example by pointing out that anti-LGBT laws make the countries less attractive to multinational businesses.

Questions

1. How would you apply the principle of justice or fairness to employers’ decisions about whether and how to offer foreign assignments to LGBT employees?

2. What would be the most ethical way for employers to address the safety risks of asking a LGBT employee to work in a country such as Dubai, Russia, or Uganda, where laws are hostile to homosexuality?