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The HR Meeting

The first formal HR conversation is the operational pivot point of the workplace transition. Before it, the disclosure is reversible and the employer has no formal record. After it, the disclosure is institutional fact and the employer is on notice — which carries both protection (Title VII obligations attach) and exposure (everything you say enters a record the employer controls). The skill being trained is walking into the meeting with a written transition plan, a documented ask, and a discipline about what to volunteer and what not to.

This page is the operational HR-meeting playbook. For the sequencing logic that selected HR see Choosing Your First Disclosure Target. For what HR will trigger downstream see Disclosure Rollout Plan. For records mechanics that flow from the meeting see Legal → Employment & Education Records. For documentation hygiene if hostility surfaces see Hostile Workplace Escalation.

Frame and stakes

The first formal HR conversation has three simultaneous functions, and all three are running whether the employee is tracking them or not:

  1. Notice. The meeting puts the employer on legal notice that the employee is protected by Title VII as construed in Bostock v. Clayton County, 590 U.S. 644 (2020), and the EEOC's 2024 Enforcement Guidance on Harassment in the Workplace attaches to subsequent treatment.
  2. Operations. The meeting sets in motion the chain of records, system, badge, benefits, and disclosure mechanics that constitute the practical workplace transition.
  3. Record. The meeting produces an HR file that the employer controls, that counsel may later subpoena, and that becomes the baseline narrative against which any future dispute is read.

The discipline being trained is keeping the meeting tightly scoped to the operational layer and not letting it metastasize into a medical, personal, or psychological disclosure. Schilt and Connell document that workplace gender transitions handled through a structured HR script produce systematically better downstream outcomes than ad-hoc disclosures; Thoroughgood and colleagues find supervisor-reaction quality is heavily mediated by whether the first formal conversation was structured or improvised; Brewster and colleagues document employee-experience differentials between well-structured and poorly-structured transitions persisting for years.

What you say in the meeting can end up in court

The HR file is institutionally subpoenable. Statements made in the meeting, documents handed across the desk, and emails exchanged afterward can be retrieved by the employer's counsel in a hostile-workplace claim, by opposing counsel in unrelated litigation, or by a successor employer under a records-transfer in an acquisition. Treat the meeting as a record-creation event from the first sentence. Keep the file thin, operational, and free of medical, mental-health, financial, or personal detail that the employer does not need to act on the requested operational items.

Pre-meeting preparation

The written transition plan

A two-page document, written before the meeting, that the employee brings in print and emails to HR after. The document is the artifact the meeting is structured around. Bringing it changes the conversation from "the employee is disclosing something" to "the employee is requesting execution of a defined plan."

Sections:

  • Effective date for display-name change in directory, email, chat, and badge — typically two to four weeks out, set by the employee.
  • Pronouns to be used in directory, signature, and internal communications.
  • Communication plan — who tells whom, in what order: manager first, immediate team second, broader department third, external clients last (or never).
  • Records to update — payroll, benefits, I-9 Section 3, badge, email alias, distribution lists, internal wiki and profile pages.
  • Restroom and facilities — the employee's stated intent to use the facility consistent with gender, with a request that HR confirm policy in writing.
  • Dress code — confirmation in writing of the gender-appropriate dress code.
  • Time off — a placeholder line ("transition-related medical leave, dates to be coordinated with manager") without specific procedure or surgery names.
  • Performance review — a request that the transition itself not factor into review, that any performance concerns be raised through the existing review process, and that mid-cycle disruption from name and system changes not be charged against the employee.

The requested timeline

A single-page calendar excerpt with target dates for each operational item. The employee proposes; HR commits or counter-proposes. Having a proposed timeline forces HR to engage with specifics rather than deferring with "we'll get back to you," which is the failure mode that produces months of drift.

The accommodation list

Distinct from the transition plan: any specific accommodation requests under ADA/state-law analogs (recovery time, modified duties around surgery, parking proximity, etc.). Most transition-related requests are not technically "accommodations" — they are records and policy updates — but where genuine accommodations are needed, list them separately so they are routed correctly under the employer's accommodation process rather than buried in the disclosure meeting.

Documents to bring

  • Court order of legal name change if obtained — original or certified copy, plus a photocopy for HR's file (never give up the original).
  • Updated Social Security card if obtained — for I-9 Section 3 and payroll.
  • Updated state ID if obtained.
  • The written transition plan, in print, two copies.
  • A pen and notepad — the employee takes contemporaneous notes; this matters later if there is a dispute about what was said.

If legal documents are not yet updated, the meeting can still proceed — display name and pronouns do not require legal documentation. Employers who insist on a court order before honoring a chosen name in the directory are acting outside the EEOC's 2024 guidance and outside any mainstream HR practice; this is a flag. For the records-update mechanics that run in parallel see Legal → Employment & Education Records. For the court order itself see Legal → Name Change.

Documents NOT to bring

  • Letters from clinicians describing diagnosis, treatment, or surgical plans.
  • WPATH-style assessment letters unless required for a specific benefit (some self-funded plans require one and it is submitted to the insurer, not HR).
  • Medical records of any kind.
  • Therapy notes, mental-health diagnoses, prescription lists.
  • A spouse, partner, or family member as a moral-support attendee unless they are also legal counsel.
  • A surgical-leave request with dates — this is a separate conversation routed through the employer's medical-leave process, not HR-as-disclosure.

The discipline is to keep the HR file thin and operational. Anything placed in it can be retrieved later under conditions outside the employee's control.

Pre-meeting email confirming the appointment

Sent two to five business days before the meeting:

Subject: Confirming our meeting — [date], [time]

Hi [HR contact],

Confirming our meeting on [date] at [time] in [location / video link]. I'll be discussing a workplace transition and will bring a written plan with the operational items I'd like to coordinate. I'd appreciate if we could plan for 60–90 minutes and follow up by email afterward to confirm next steps.

Thanks, [Name]

The email establishes (a) the meeting happened on a specific date, (b) the employee initiated and framed it as operational, (c) a written follow-up was expected. All three matter if the meeting later becomes contested.

Choosing the meeting location

In-person and video each have tradeoffs:

Format Privacy Note-reference Body-language read Recording risk Recommended?
In-person, private office Highest Hard Best Hard to surreptitiously Yes
Video call from home High Easy (off-cam) Good Platform may transcribe Yes
Video call from the office Mixed Moderate Good Employer logs the call Avoid
Phone call Low Easy None No visual confirmation Avoid

Two-party-consent vs single-party-consent recording rules vary by state; verify state law before recording any portion of the meeting. The employee proposes the format. If HR insists on a format the employee finds disadvantageous, "I'd prefer in-person; could we find a private conference room?" is reasonable and almost always honored.

Who you bring

The default is no one. Bringing a co-worker turns a one-employee disclosure into a two-employee disclosure and creates a witness whose own employment can be leveraged. Bringing a partner or family member mixes registers and undermines the operational frame.

The single exception: engaged legal counsel. If the employee has already retained an employment attorney — typically because of a prior incident, an industry pattern of hostility, or a high-risk employer — counsel can attend or be on a video link. Counsel's presence changes the meeting's character: HR's own counsel will typically be looped in, the meeting will be recorded or formally minuted, and the operational tone may be displaced by a more adversarial one. This is sometimes the right call; it is rarely the default call. For most transitions at most employers, attending alone with a written plan is the correct posture.

What to ask for explicitly

Each ask is paired with a request for written confirmation by email after the meeting; on company letterhead is not required. The asks below are the standard menu — most transitions will not need every item, but each item that applies should be raised explicitly rather than assumed.

Display-name update day-one

Directory, email-display name, chat-system display name, internal profile pages, and badge name updated by the effective date. Email alias (the address itself) is handled separately below. For the system-by-system rollout that follows from the day-one commitment see Name & Pronoun Systems Rollout.

Deadname email-alias sunset timeline

The deadname address typically remains as an alias for a defined sunset period — 90 days is common, 180 days is generous, longer becomes a privacy problem. Forward-and-bounce is the desirable end state: external mail to the old address bounces with a generic delivery-failure message, not an auto-response that includes the new address. Ask explicitly:

  • New canonical address active by [date].
  • Old address forwards silently for [N days].
  • Old address bounces (not auto-replies) after [date].
  • Old address is not retained as a public alias on the website, in the directory, or in distribution lists.

Badge re-shoot scheduling

A new photo and badge with the new name and gender marker (where the badge displays a marker). Schedule the re-shoot before the effective date. Old badges should be collected and destroyed, not stored.

Healthcare benefit confirmation in writing

Specifically: that the employer's plan covers transition-related care without exclusions, that any required pre-authorization process is documented, that the in-network provider list includes trans-competent clinicians, and that prescription coverage for hormones is at standard copay. The HRC Corporate Equality Index criteria are a useful checklist for what "trans-inclusive benefits" means as a contractual matter.

If the employer is self-funded, the plan document — not the SPD summary — is the binding text. Ask for the section that addresses gender-affirming care and confirm in writing that the listed procedures are covered.

Restroom policy clarification in writing

The ask is for HR to confirm in writing that the employee will use the facility consistent with their gender, full stop. Not "we are considering options," not "we have a single-occupancy restroom on the third floor you can use." A single-occupancy restroom is fine as an additional option offered to anyone; it is not an acceptable substitute for the gender-appropriate facility. EEOC guidance and post-Bostock case law treat restroom segregation imposed on trans employees as a Title VII violation.

Dress code clarification

Written confirmation that the employee will be subject to the dress code applicable to their gender, on the same terms as cis employees of that gender. This is a one-line confirmation; if HR resists or hedges, note the resistance and escalate before the effective date.

Pronouns in directory and email signature

Confirmation that pronouns can be added to the directory and signature, that the employee's pronouns will be communicated in the team-disclosure communication, and that mis-gendering by colleagues will be addressed through the existing harassment policy.

Internal communications about the change

The employee should write or co-write the announcement that goes to the team and broader department. HR drafts get the framing wrong with high frequency: too much about HR's role, too much about company values, too little about the actual operational change. Ask to see the draft, edit it, and approve final text before it sends. Ask that the announcement not include medical detail, surgical plans, or any framing that positions the transition as a hardship. For the cascading disclosure logic that the announcement sits inside see Disclosure Rollout Plan.

Manager and team disclosure plan

If the manager has not yet been told, this is the moment to coordinate the order: typically the employee or HR tells the manager 24–48 hours before the team announcement, the manager is given a brief on what to say and what not to say, and the team announcement goes out from a defined sender (manager, HR, or employee — pick one) at a defined time.

Performance-review treatment commitment

Written acknowledgment that the transition itself will not factor into performance review, that the disruption inherent in name and systems changes will not be charged against the employee, and that any performance concerns will be raised through the existing review process rather than tied to the transition narrative.

What to NOT volunteer

Each item below is something HR sometimes asks about and should not be answered, or that employees sometimes volunteer reflexively and should not.

Medical-detail discipline

The HR chart is institutionally subpoenable. Anything written in it can be retrieved by counsel in a future dispute. The discipline:

  • "I'm undergoing a medical transition." — sufficient.
  • "I'm taking estrogen and spironolactone, my dose is X mg." — too much.
  • "I have gender dysphoria diagnosed by Dr. Y." — too much.
  • "I have a WPATH letter from Dr. Z." — never volunteer; produce only if required for a specific benefit and submit to the insurer.

The principle: HR does not need a diagnosis to honor a name and pronoun change. EEOC guidance does not require one. The employer's healthcare benefits process, where it requires clinical documentation, is a separate channel from HR-as-disclosure and should be routed through the insurer or benefits administrator, not through the HR file.

Specific surgery dates

"Transition-related medical leave, dates to be coordinated through the standard medical-leave process" is the correct framing. Specific procedure names and dates go to the medical-leave administrator (typically the same insurer or a separate FMLA administrator), not to the HR generalist handling the disclosure meeting.

Personal life detail

Family reactions, partner or spouse, religious context, dating life — none of this is HR's business and none of it improves any operational outcome. The cost of volunteering it: the framing that emerges in the HR file is one of personal narrative rather than employment matter, and that framing is harder to rebut later.

Mental-health detail

Therapist, history of depression or anxiety, medications, history of psychiatric hospitalization — never volunteer. If asked directly, "I'm working with my own clinicians on the medical aspects of transition; that's outside the scope of this conversation" is the correct deflection. Mental-health information in an HR file is a liability risk for the employee in any future fitness-for-duty proceeding and is unnecessary for any operational item.

Financial-runway detail

How long the employee can afford to stay if things go badly, whether the employee has another offer, whether the employee is dependent on this insurance for a specific procedure — never volunteer. The information becomes leverage. Even a sympathetic HR contact may mention it to a manager in passing. The runway-and-timing analysis stays in Runway & Timing, not in the HR file.

Other employees' identities or behavior

If a colleague has been hostile, mis-gendering, or otherwise difficult, do not name them in the HR meeting unless the goal of the meeting is to file a harassment complaint about that specific colleague — which is a different meeting. Naming others in the disclosure meeting muddies the operational frame and creates a record that can be reframed as a workplace-conflict narrative.

If the goal is to file a complaint, do that through the harassment process, not as an aside in the disclosure meeting.

Future job-search intentions

"I'm planning to leave in six months anyway" — never. Even if true. The employer's incentive to invest in a smooth transition collapses the moment they read the employee as a flight risk, and the legal-exposure calculus shifts. If asked about long-term plans, "I plan to continue in this role" is the correct answer.

The meeting script — opening

Sample script for the opening 60 seconds

"Thank you for meeting with me. I'm undergoing a workplace gender transition and I'd like to coordinate the operational pieces with you. I've prepared a written plan I'll walk you through, with the key dates and the specific items I'm asking the company to implement. I'd like to leave today with agreement on next steps and a follow-up email summarizing what we discussed. Shall I walk you through the document?"

The opening:

  • Names the matter as a workplace gender transition — unambiguous, no euphemism, no preface.
  • Frames it as operational coordination — not a personal disclosure, not a request for permission, not a hardship narrative.
  • States that there is a written plan — pre-empts the improvisation default.
  • Names the deliverable — agreement on next steps, follow-up email.
  • Hands the floor with a closed question that invites HR to engage with the document rather than respond to the disclosure emotionally.

Setting the tone

Factual, calm, confident. Not apologetic, not defiant, not seeking validation. The employee is informing the company of a fact and requesting execution of a plan; the tone should match.

If the HR contact is visibly emotional — surprised, upset, overly effusive — let them have a beat, then return to the document. "I appreciate that. Let me walk you through the plan so we can get through the operational pieces." Do not absorb their reaction.

Naming the ask early

Within the first three minutes, name what you are asking for: the display-name effective date, the email-alias sunset, the badge re-shoot, the benefits confirmation, the restroom-policy confirmation. HR is more likely to engage productively when they know what is on the table.

Avoiding the apologetic register

The trap: the employee, having anticipated this conversation for months, opens with apology. "I'm sorry to spring this on you," "I know this is unusual," "I hope this isn't too much trouble." Each apology cedes ground that does not need to be ceded. There is nothing to apologize for. The employee is using a process the employer has, in principle, set up to handle this.

If the apology slips out reflexively, do not double down on it. Move to the next sentence and continue.

The meeting script — middle

When HR asks questions you didn't anticipate

Three responses cover most of what comes up:

  • "I'd like to put that in writing — can we follow up by email?" For anything where the answer matters and the employee is not prepared to commit on the spot. Defers without refusing.
  • "That's a personal matter — let's keep this conversation operational." For probing questions about family, medical detail, motivations, etc. Does not justify, does not explain.
  • "I'd like to consult before answering." For questions where the answer might have legal or financial consequence the employee does not yet understand. Counsel, a benefits broker, a tax preparer — whoever is the right consultant for the question.

The employee is not obliged to fill every silence. If HR asks a question and the employee does not have an immediate answer, "Let me think about that and get back to you" is complete.

Pacing — don't rush

The meeting will feel pressured even if HR is not pressuring. Slow down. Read from the document. Pause between sections. Let HR write things down before moving on. A 90-minute meeting with breathing room produces better outcomes than a 45-minute meeting that races through items.

If the meeting runs long, schedule a follow-up rather than compressing remaining items. "We've covered the first three sections; can we schedule a follow-up next week to cover the remaining ones?" is preferable to a rushed close.

The meeting script — closing

Confirming next steps in writing

Before standing up, name the next steps: "So my understanding is that [A] will happen by [date], [B] will be confirmed by email by [date], and we'll meet again on [date] to cover the remaining items. Is that right?" Get verbal confirmation, then put it in the follow-up email within 24 hours.

The send-me-a-summary request

Ask HR to email a summary of the meeting. Most HR contacts will agree and send something. The employee's follow-up email (below) goes out regardless of whether HR's summary arrives. Two summaries — HR's and the employee's — are better than one for the record.

Setting the next meeting

Before leaving, schedule the follow-up. "Can we put a 30-minute follow-up on the calendar for [two weeks out] to confirm implementation?" An agreed date on the calendar is easier to enforce than an agreed-upon "we'll touch base."

What to do in the 24 hours after

  • Write a contemporaneous record of the meeting from notes — what was said, who said it, what was agreed, what was deferred. Email the record to a personal address, not just a work address.
  • Send the follow-up email (template below) to HR.
  • Do not discuss the meeting in detail with co-workers, even trusted ones. The disclosure rollout has not happened yet; this is not the moment to expand the circle of who knows.
  • Do not post anything publicly about the meeting having happened.

The follow-up email template

Sent within 24 hours, ideally same day:

Subject: Follow-up on our [date] meeting — workplace transition plan

Hi [HR contact],

Thank you again for meeting today. To make sure we're aligned, my notes from
the conversation are below.

Items we discussed and agreed:

- Display name change effective [date], applied to directory, email display,
  chat, and badge.
- Email alias [old] forwards silently until [date], then bounces.
- Badge re-shoot scheduled for [date].
- Healthcare benefits confirmation: you will send the relevant plan documents
  and confirmation in writing by [date].
- Restroom policy: you will confirm in writing by [date] that I'll use the
  facility consistent with my gender.
- Dress code: confirmed I'll be subject to the dress code applicable to my
  gender on the same terms as other employees.
- Internal announcement: I'll draft, you'll review, and we'll send on [date]
  from [sender].
- Manager notification: [manager] will be told on [date] before the broader
  team announcement.
- Performance review: confirmed transition-related disruption will not factor
  into review.

Items deferred for follow-up:

- [Anything HR is checking on, with a date for response.]

Next meeting: [date, time].

If anything above doesn't match your understanding of what we discussed,
please reply with corrections. Otherwise I'll consider this our shared record.

Thanks,
[Name]

The email's purposes:

  • Confirms what was discussed — establishes the employee's understanding as the default record.
  • Lists agreed actions and timelines — the employee's version, which HR can correct but is unlikely to fundamentally rewrite.
  • Asks for written response — silence is acceptance; explicit agreement is better.
  • Preserves the record off employer systems — BCC a personal address or forward the sent message to a personal account immediately. Do not store the only copy on the work email account, which the employer can revoke at any time.

When HR is unprepared

Recognition signals

  • HR has never handled a workplace gender transition before and visibly does not know what to do.
  • HR cannot locate the company's transition policy because the company does not have one, or has one buried in an unread part of the handbook.
  • HR asks questions whose answers should be in their training materials ("what name should we use on the badge?" — yours, the one I just told you).
  • HR offers to "look into" things that should be standard knowledge (whether the health plan covers transition-related care, what the restroom policy is).

Offering resources without doing HR's job

Pointing HR at resources is reasonable and often helpful. Doing HR's work for them is not.

Reasonable resource pointers:

What that looks like in practice: "If it's helpful, the HRC and Out & Equal both publish employer guides that cover the standard process. I'm happy to send links." That is the offer. The employee does not then write the policy, train HR, or run the implementation. The unpaid-DEI-labor pattern that makes "doing HR's job for them" load-bearing is described in Community → Workplace Community.

When this becomes a red flag

Unpreparedness alone is common and not necessarily damning at smaller employers. Red flags:

  • HR refuses to commit to operational items the employee has asked for in writing — not "we need to check," but persistent refusal to put commitments on paper.
  • HR redirects the conversation toward whether the transition is "really necessary," whether the employee has "considered the alternatives," or whether other employees will be "comfortable."
  • HR escalates the disclosure to senior management without the employee's consent and outside the agreed communication plan.
  • HR loses or "misplaces" documents the employee provided.
  • HR's follow-up email contradicts what was discussed in the meeting.

When red flags appear, the employee should stop volunteering further information, document everything in writing immediately, and consider engaging external counsel before the second meeting.

When HR is hostile

Recognition signals during the meeting

  • HR pushes back on the framing ("we don't really do gender transitions here," "this is going to be a big disruption").
  • HR cites unwritten policy ("the dress code is at the manager's discretion," "the restroom situation is more complicated than you think") to defer commitments the employee has asked for.
  • HR asks about the medical specifics in a way that probes for reasons to refuse benefits ("how do we know you really need this?").
  • HR brings up potential negative reactions from other employees, clients, or customers as a reason to slow the timeline.
  • HR makes statements that misstate the law (e.g., that Bostock doesn't apply to the company's situation, that state law overrides Title VII for restroom access, that the employer can require a surgical letter before honoring a name change).
  • HR's tone shifts from neutral to adversarial within the meeting.

What to do in the moment

Do not escalate. The meeting is now a record-creation event, and the employee's job is to make the record clean.

  • Stay calm. The flatter the employee's affect, the more clearly HR's hostility shows on the record.
  • Take detailed notes of specific statements. Verbatim where possible.
  • Do not agree to anything outside the original written plan.
  • Do not respond to misstatements of law in detail; "I understand that's your view; I'll need to consult before responding to that" is enough.
  • End the meeting on time. Do not extend to "work things out." Hostile HR meetings get worse with length, not better.

Post-meeting documentation discipline

Within hours, while memory is fresh:

  • Write a contemporaneous narrative of the meeting — chronological, detailed, including specific statements that signaled hostility.
  • Save it to a personal device, not the work laptop.
  • Email it to a personal address with the date in the subject line.
  • Send the follow-up email to HR (template above) noting in measured terms what was discussed and what remains unresolved. The follow-up email is part of the record; do not skip it because the meeting went badly.
  • Do not post anything publicly about the meeting.
  • Do not discuss specifics with co-workers.

When to engage external counsel

After a clearly hostile first meeting, engaging an employment attorney before the second meeting is the standard call. Counsel's role at this stage is typically:

  • Reviewing the documentation and identifying which statements (if any) are independently actionable.
  • Advising on the specific employer's track record and any prior complaints.
  • Drafting or reviewing the follow-up email so it preserves the record without committing the employee to legal positions prematurely.
  • Attending or being available by phone for the second meeting.

For the broader handling of the employer relationship from this point forward see Hostile Workplace Escalation. The HR meeting is the first event in a longer record that may eventually support an EEOC charge, a state-agency charge, or a civil claim under Legal → Discrimination, and the documentation discipline established in the first 48 hours shapes what is available later.

Documentation hygiene

What to write down immediately after

  • Who attended and in what role.
  • The start and end times.
  • The agenda items covered, in order.
  • The specific commitments HR made, with dates.
  • The specific items deferred, with dates for follow-up.
  • Direct quotes of any statements that struck the employee as unusual, hostile, or off-topic.
  • The employee's own subjective sense of the meeting tone — useful context for later review even if not directly evidentiary.

What to email to a personal address

Everything above. Plus copies of:

  • The pre-meeting email.
  • The written transition plan.
  • The follow-up email to HR.
  • HR's response to the follow-up email, when it arrives.
  • Any subsequent emails about implementation timelines, badge re-shoots, benefits documents, restroom policy confirmation, etc.

The principle: the employer can revoke work email access at any time, and any contested termination scenario starts with the employee losing access to their work account before they have time to copy anything out. Building the personal-address archive in real time, throughout the transition process, is the durable practice.

What to keep on personal devices

A locked archive — encrypted disk image, password-managed cloud folder, or both — containing:

  • The transition plan and timeline.
  • Copies of all HR correspondence.
  • Contemporaneous notes from each meeting.
  • Performance reviews from before and during the transition.
  • Any written communication from co-workers or managers that bears on workplace climate.
  • Copies of the employee handbook in force at the time, particularly the harassment, accommodation, and grievance sections (employers occasionally update the handbook quietly, and the version in force at the time of an incident is the version that governs).

Counsel decides what they need; the employee's job is to have it available. In practice:

  • The transition plan and timeline.
  • The pre-meeting and post-meeting emails.
  • Contemporaneous meeting notes.
  • Any HR correspondence that followed.
  • Any communication from manager or co-workers that bears on the matter.
  • The relevant sections of the employee handbook.
  • Any prior performance reviews establishing the pre-transition baseline.

Counsel will typically request these in stages; having them indexed and ready accelerates the engagement and reduces billable hours spent on document collection.

Where this connects

Sources

Cited with URLs

Author-title

  • Schilt, K., & Connell, C. — Do workplace gender transitions make gender trouble? (research on structured vs ad-hoc disclosure outcomes).
  • Thoroughgood, C. N., Sawyer, K. B., & Webster, J. R. — research on supervisor reactions to employee gender-identity disclosure.
  • Brewster, M. E., Velez, B. L., Mennicke, A., & Tebbe, E. — Voices from beyond (thematic content analysis of transgender employees' workplace experiences).