A Twitter friend of mine linked to a cute post that Asana — a startup that makes collaboration software — has on their web site. It’s a joke proposal for furnishing the office with kittens. This is a nice type of humor because it doesn’t rely on making fun of anyone. I would have appreciated it, if not for one thing.
Back in June 2013, I got a recruiter email from Asana. I was already considering leaving my job at the time, and it seemed like the company was doing something pretty cool. I asked whether they offered trans-inclusive benefits. The recruiter looked into it for me, and came back with the following answer:
“We researched this and went back and forth with the insurance company and our insurance broker. It appears we probably do not have the coverage you are looking for. Sorry about that. I would have liked to be able to talk.”
So that was it. I would have considered the job otherwise, but not if I was clearly going to be a second-class employee. There was nothing particularly unusual about this interaction. As trans people, we’re not a protected class under US law, so it’s okay for insurance companies to deny us medically necessary care as long as it’s care that only a trans person would need. This isn’t because insurance executives actively hate us or something like that — no, it’s because of something worse. They know that because the American public considers us subhuman, they can get away with cutting costs by denying us health care — just because we happen to be in a politically unpopular group. To me, that’s worse than being actively hated.
Is this the fault of a small tech startup? No, of course not. But at the same time, many companies — big and small — have found ways to be fair and just in how they provide benefits to employees. Generally, this just means negotiating a deal with an insurance broker to add a rider for trans-related care. It should be the default, but in the meantime, negotiating that deal is the right thing to do. Engineering is supposed to be about solving problems, not reassigning blame so as to accumulate more of them.
Negotiating a better insurance plan is also the smart thing to do, because at a time when it seems widely accepted that there’s a shortage of tech talent, turning somebody away because a doctor assigned them an incorrect sex category at birth makes no sense; being trans has no bearing on anybody’s ability to write software. And even when you are not actively discriminating against trans people, saying (explicitly or tacitly) “it’s not worth our time to treat trans employees the same way as everybody else” is effectively equivalent to active discrimination.
So when I saw that “kittens” link, this is what I thought about. Somebody at Asana had enough time to write a cute, silly blog post — that nevertheless must have taken some effort — on the clock. And there’s nothing wrong with that in and of itself. But at a company with more than 50 employees, nonetheless, nobody has time to spend a few hours executing a simple, well-documented procedure to make sure that they are treating all employees as equally welcome. So that says something about their priorities.
When I made this observation on Twitter a few hours ago, it didn’t take much time before Asana’s co-founder Dustin Moskowitz was in my Twitter mentions explaining to me that Asana doesn’t have any trans employees (how does he know that, exactly?) but if they ever did, they would be sure to make their health insurance coverage fair after that person got hired.
Even more mind-bogglingly, he defended this choice by saying that many HR processes work this way, using pregnancy leave as another example. This is like saying “we are only going to install men’s restrooms in our office, and wait until a woman gets hired before installing a women’s room. Too bad if she needs to take a bathroom break while we’re interviewing her.” Lazy evaluation can be a great feature in a programming language, but it’s a terrible way for a company to ensure it’s meeting minimal standards about equity and inclusion right from the beginning.
Right now, I’m thinking about the free labor that I’m expected to perform by virtue of my membership in a marginalized group. If I actually did apply to Asana and was hired, I’d be expected to out myself to, potentially, people outside HR, just so I could get something every other employee takes for granted: health benefits. As it is, Moskowitz attempted to deflect criticism by asking me if I knew which insurance brokers were willing to negotiate trans-inclusive riders. Is that my job? And anyway, I reported the problem directly to Asana over a year ago — if they had acted on my feedback (as a job candidate who would have considered working there if not for this), the whole conversation would never had had to happen! How much more work do I have to do for free? In the time Moskowitz spent writing defensive tweets, he could have instead called up Blue Shield and gotten a price quote for a trans-inclusive rider. It took me less than five minutes on Google to find that Blue Shield has been offering such riders since 2012. Moskowitz never claimed that cost was an issue in deciding not to provide equal care for trans employees, so what’s the problem, exactly? Is this a good way to do public relations?
I don’t mean to single out Asana here. There are many companies that fail to provide this basic health coverage to their employees. But today, there was only one whose co-founder chose to spend his time arguing with me instead of fixing the problem. Is that a good way to do business? While Moskowitz eventually replied to me saying that he recognized he’d been wrong and would look into it more, still, I’m tired. I’m tired of the knee-jerk reaction to constructive feedback about how to stop marginalizing people that amounts to, “when you do more work for us for free, we’ll stop marginalizing you.” Again, no startup founder made the decision that insurance companies shouldn’t treat trans people equally by default. But by expecting trans people to take the lead in working around that decision, they reveal their own complicity with it.
What it amounts to when a startup co-founder says, “fix the problem for me, being fair isn’t important enough to me for me to do it myself” is attempting to convince users that a problem those users are having isn’t really hindering them, in lieu of just solving the problem. I think engineers can do better than that. If you want to build reliable software, you do the research on tools for static analysis, debugging, and testing; you don’t ask your customers to tell you what the best test framework is. Likewise, if you want to show that you treat people equally — that you try to be like a meritocracy, even if that abstraction is unrealizable — then you take the lead. I think business people call this “being proactive”. And when proactiveness is selectively applied so that no work ever gets done to move a company closer towards fairness unless the people being treated unfairly do all the heavy lifting — well, we notice. There is nothing complicated about what trans people are asking for. We want to be treated like everybody else. Apology or not, Moskowitz’s reaction to criticism today confirmed what we already knew: for many of the companies that employ us, treating us fairly is just too hard and takes up too much time that could be spent writing proposals about kittens.