Transgender Guidance (April 2025)

8. Practical implications when transitioning occurs during employment with us

Where an employee transitions during their employment with us, we are committed to ensuring that assistance, support and advice is made available to the employee and manager where appropriate. 

Transitioning is a unique process for each employee and may include any number of changes to an individual’s life. It should not be assumed that the goal of every person is to change their physiology or legal sex.

Employees can seek support from their manager, or the HR, OH, S & W and L&D teams.

Managers may find it helpful to consider the template at Appendix 3 however the first step will be to ask the employee how they would like to manage their own transition in the workplace. 

Managers will be guided by the employee in terms of the speed at which the transition will progress and will aim to reach agreement on such matters as:

• When the employee will first present in their acquired gender.
• When name changes and official records will be changed.
• How and when colleagues will be informed of the change.
• How information will be managed and by whom.
• Time off that may be required for medical or surgical treatment, and/or possible side effects.
• Whether time off will be taken before returning to work in the acquired gender.

Additionally, the employee may wish to request temporary or permanent adjustments which will support their transitioning process. Suggestions for workplace adjustments should be led by the employee. The manager should consider such requests empathetically, and can use the Reasonable adjustment Guidance to support and guide the conversation. Any agreed adjustments can be recorded on the reasonable adjustments form, being mindful of confidentiality. Under no circumstances should information be passed to anyone else without the express permission of the employee who is transitioning.

There are a series of practical considerations, (some of which have legal implications) that managers should address in conjunction with the employee: 

• Dates and timescales – establish when key changes will take place and how they fit with any relevant work deadlines. These key changes will vary depending on the employee but could include name, documentation, physical changes or short term or permanent role changes. Practical issues relating to, e.g., the availability of key people to support the process, shift patterns, could be considered.

• Records and systems – what need to be changed, when this will happen and what will happen to “old” records? This includes, e.g., photographs, biographies, on our website or intranet through to historical information on HR records (such as a reference to a previous period of maternity leave for a transgender man). Payroll and National Insurance details may also need to be adjusted so it is essential that where other people in our organisation need to be aware, this is within an informed context.

• Communication with colleagues – managers should encourage the employee to describe what they think will be best for them. This could be verbal communication at a team meeting or on a 1:1 basis, the trans person could choose to be present or absent, it could be via an agreed electronic communication. The employee may not be ready to tell anyone else at the early stages and if that is the case, this should be respected. Every situation is different, but the communication needs to provide some general awareness raising and address issues specific to the employee. Colleagues need to be able to ask questions and managers must set a tone of absolute inclusion and respect. This communication will need to be practical and address important issues such as how to address the trans colleague (new name, correct pronoun), how to support the colleague, how to deal with questions that may come from outside the team without breaching confidentiality.

• Use of facilities – Managers and employees are advised to follow the Equality and Human Rights Commission’s (EHRC) interim update on the practical implications of the Supreme Court Judgement published 25 April 2025. 

• Time off from work – there may be absences from work for medical reasons or other appointments associated with the transition process please refer to the Time Off Policy for further guidance.

• Short term adjustment of duties – this may be appropriate in some cases. This can only be with agreement between the employee and the manager.

• Communication with customers/ service users – the need for this will vary depending on the role of the employee. The manager should discuss with the employee how best to communicate the information to our customers and service users.

• Dress – all employees, including trans and non-binary employees, are encouraged to wear the Authority’s uniform options or dress that they feel most comfortable in regardless of whether they are transitioning or not. Where the transitioning process includes changes to appearance, an employee will decide when it is appropriate to start presenting themselves in clothing, they deem appropriate. As part of the transitioning at work process the manager may need to discuss with the employee their needs and preferences at this time particularly where uniform is worn as part of the role and a replacement required. Gender neutral uniform options should be available to all staff.

• Respecting and trying to accommodate requests for anonymity – if it is wanted. Transitioning can be a difficult process, and trans colleagues may not want any attention, The employee can discuss temporary alternative working arrangements with their manager and consider what options might be available to suit both the needs of the service and support for the employee.

• Members of the Local Government Pension Scheme - should refer to the Dyfed Pension Fund website for information relating to the effects on membership.

• Members of Teachers’ Pensions - should refer to the Teachers’ Pensions website.