'A sense of belonging is key in shaping people's decisions to join and stay with companies': Arianna Huffington
F. Scott Fitzgerald describes belonging as the realization that our wants are “universal longings”, designed to unite us under a common collective.
However, when it comes to fostering a culture of belonging amongst employees, it’s decidedly more complex.
Embedding connectedness and rapport in digitized, remote models could mean setting aside gimmicky perks to show your people respect, acceptance and trust – all key in navigating the Great Resignation.
Belonging as a culture indicator
“Belonging plays a crucial role in culture,” says Arianna Huffington, founder of the Huffington Post and Thrive Global.
“When people don’t feel a sense of belonging at work, it takes a real toll – both on employees and on the organization. First, there’s the human toll. Encountering discrimination and racism is associated with many physical and mental health effects, including higher stress, poor cognitive function, anxiety, depression, and substance abuse."
Then, there’s the toll on organizations, she says, citing a recent study by McKinsey about why people leave their jobs.
“First, they don’t feel valued by their organization; second, they don’t feel valued by their manager; and third, they don’t feel a sense of belonging at work.”
O.C Tanner’s recent Global Culture Report highlighted the link between purpose, culture and belonging in fostering employee loyalty and higher collaboration.
“As for recruitment and retention, a sense of belonging is key in shaping people’s decisions to join and stay with companies,” says Huffington.
“For instance, 74% of millennials believe their organization is more innovative when it has a culture of inclusion. And young people are significantly more likely than older generations to consider the diversity and inclusiveness of a workplace to be important criteria in their job search.”
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And the data’s there to back it up. A report from Glassdoor found that 76% of employees would rather work for an authentically diverse company, with 80% of workers opting to throw their hat in with an inclusive organization.
But it’s not numbers game, says Huffington.
“One of the most common mistakes is focusing on the numbers without putting any thought or care into values,” she says. “The research is clear: increasing the number of traditionally underrepresented people in your workforce is the first step but does not automatically produce benefits.
“Another mistake is a check-the-box approach when the HR department just rolls out feel-good slogans or one-off initiatives. This approach – 'add diversity and stir' – doesn’t work. Belonging has to be part of the culture and embedded in the daily workflow.”
Another common mistake is neglecting the “inner journey,” says Huffington.
“Our workplaces, like our society at large, are shaped by systemic inequities – which require systemic solutions. But true change at the systemic level has to be accompanied by change at the personal level. And each of us has a role to play.
“The author and activist bell hooks beautifully captured how these two ideas fit together: ‘For me, forgiveness and compassion are always linked: how do we hold people accountable for wrongdoing and yet, at the same time, remain in touch with their humanity enough to believe in their capacity to be transformed?’”
