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44 benefit from the ideas surrounding active recruitment policies as well as ongoing cultural reform within the organization itself. Step 1: Invite As mentioned previously, the main obstacle that transgender individuals face in the workforce is initially acquiring a job (Ashley, 2018; Chan, 2019; Cobb & McKenzie-Harris, 2019). Therefore, this first step takes on both a literal and a figurative meaning. Primarily, recruitment efforts and hiring practices must evolve in order to invite transgender individuals to the workforce table to being with. For a community that struggles with unemployment at rates three times that of the national average (as cited in Chan, 2019), a meeting point must be reached. Considering the adversity faced by transgender workers, organizations might evaluate the possibility of conducting job fairs or even posting flyers at LGBTQ+ community centers or virtually via websites. This simple change communicates an openness and a desire to support individuals who may have faced the opposite in the past. More figuratively, this step necessitates the need for establishing resources within organizations that cater to transgender individuals, especially those who may not be comfortable disclosing their gender identity with their managers or peers. Research demonstrates that transgender employees exhibit an increased need for access to mental health services as well as career counselors with experience related to the transgender community (Halliwell, 2019; Tebbe et al., 2019). This opportunity for invitation is especially resonant, considering the earlier discussion surrounding the workplace harassment experienced by the transgender community. Organizations that do not provide an outlet through which to identify this problematic behavior risk what Beauregard et al. (2018) refer to as the “vicious cycle” that results from neglecting transgender employees: “When voices are unheard, they are likely to become silenced and marginalized. When voices become silenced and marginalized, they go unheard” ...