Belonging is bigger than a buzzword. It isn’t just a new, trendy term. It is certainly an exciting opportunity for leaders to adopt and create fundamental shifts within their organisation.
Engagement, contrary to popular belief, does not equate to belonging, because engagement itself is not the root issue. Leaders are being asked to address a more fundamental human need: the need to belong. Early research shows that the brain processes social rejection much like physical pain. Exclusion hurts, and albeit, humans instinctively avoid it. Unquestionably, we seek acceptance, connection, and the feeling of being “part of something”. As a result, this shows up in the workplace, where belonging drives engagement and intentions to stay. When employees feel a strong sense of belonging:
- They are 56% more productive
- They take 75% fewer sick days
- They experience a 50% drop in turnover risk
Employees disengage with diluted efforts within Diversity, Equity and Inclusion work. Belonging alone without driving Diversity, Equity and Inclusion in harmony can, after all, be co-opted as a “softer” alternative to hard conversations about systemic challenges and barriers. When treated as a way to make everyone feel good, doesn’t centre what Diversity, Equity and Inclusion is trying to challenge – not everyone is, nor needs the same.
Belonging ranked at the top of the Deloitte 2020 Global Human Capital Trends survey, with 79% of organisations undoubtedly considering it important for their success. However, when leaders don’t get it right, you could be contributing towards “the belonging gap”.
Moreover, how do we enhance Diversity, Equity and Inclusion with Belonging, without being inequitable in our initiatives and practise?
Let’s review Achiever’s 5 pillars to belonging, and what this means for you as leaders taking action:
Pillar 1: ‘Welcomed’
“Introduced to, and incorporated within, the organisational culture and community”
- Consistently implement thoughtful, structured organisational onboarding
- Provide introduction to unique organisational culture
- Invite to culture and team building events and activities
Action: Review your rewards and performance strategy to ensure recognitions are given to your existing employees, not just new recruits.
Pillar 2: ‘Known’
“Understood, motivated, and celebrated as an individual”
- Use and integrate culture, values, or personality testing
- Customise style of meetings, coaching etc. to support unique wiring
- Encourage social events to create personal connections, both in person and online
Action: Issue a ‘Get To Know Me’ activity for employees to understand what recognition means to employees in line with their own personal values and interests.
Pillar 3: ‘Included’
“Valued and accepted without reservation”
- Regularly gather employee feedback via pulse survey questions and share results at the team level
- Encourage a wide variety of social clubs or events and ensure everyone is invited
- Introduce and support Employee Resource Groups (ERG’s) to serve all employees
Action: Ask yourself if you are contributing towards ‘The Feedback Void’. Is feedback consistent and in depth? What happens to feedback?
Pillar 4: ‘Supported’
“Consistently and meaningfully nurtured and developed”
- Encourage regular, meaningful manager contact
- Empower managers to provide coaching to meet specific employee needs
- Ensure employees have the development and resources they need to succeed in their role
Action: Therefore, evaluate the effectiveness of your 1:1’s in your organisations – do employees feel they are ‘worth it’?
Pillar 5: ‘Connected’
“Developing and maintaining relationships across a diverse population”
- Prioritise the development of a diverse employee body
- Facilitate cross-functional relationship building
- Use connection tools to break down silos across function, location, and level
Action: As shown above, reflect on your workplace socials, with your employees feedback in mind. What could you be doing differently?
Is Psychological Safety enough?
It is paramount for leaders to want to create cultures with psychological safety in mind. However, It’s not just about being safe, it’s about employees having the power to shape the space you’re in.
Reiterating Dr. Victoria Verlezza, when psychological safety is opened to a diverse range of ideas, perspectives and implementation, it’s ownership of narratives and influence over systems. It’s access without gatekeeping. Consequently, employees will not be seen not as ‘inspirations’ , ‘special’ or ‘quirky’ but as the assets that we are, and real decision-making.
Hence, that’s why ‘Psychological Agency’ is a much-needed addition to psychological safety, adding nuance that is so often missing from the conversation. Is your psychological safety calling employees to assimilate, or are you empowering your workforce to add to your culture?
Your Resource
Want to follow up from your reading with something to take away?
Our team have put together an interactive resource for you and your leadership team that inspires you to take specialised, relevant actions for your industry.
Lastly, are you ready to work and lead differently? At Edge Of Difference, we work with HR and executive leaders to make change from the edges. Our diversity, equity and inclusion training helps you build workplaces where everyone belongs.
We help teams find the power in differences and turn it into action. Book a call with us to get started.
