Amid increasing reports of worker loneliness and disconnection, workplaces with a sense of belonging may help their employees feel seen, heard and connected at work, according to a July 15 report from McLean & Co.
In new research, McLean found that the ability to develop authentic connections directly correlates with critical business outcomes. HR professionals can incorporate belonging into the employee experience by intentionally creating opportunities for connection, recognition and empowerment.
“Belonging is a unifying force in a divided and disconnected world,” Elysca Fernandes, director of HR and advisory services at McLean & Co., said in a news release.
“It’s about creating the conditions for people to connect and contribute meaningfully, be more resilient through complexity and thrive together,” Fernandes said. “It has the potential to transform our individual and collective experiences, expanding our horizons to achieve better outcomes both now and in the future.”
Workplace belonging is nuanced, deeply personal and shaped by factors such as cultural background, employment type, lived experience and trauma, McLean noted. To create a personal experience, it suggested leaders listen to employees at all levels and find what builds belonging for them, whether it’s team relationships, aligned values or autonomy.
Through various surveys, McLean has found that employees are 5.7 times more likely to be engaged and 70% more likely to stay at an organization when they feel comfortable being themselves at work.
Likewise, teams are 54% more likely to give their company’s revenue growth a high rating when their organization ups its investment in employee belonging, surveys found. However, only 31% of HR leaders say they’ve increased investment in belonging efforts.
Sometimes included in employer diversity, equity and inclusion practices, belonging indicates a workplace culture where employees feel psychologically safe and can speak up and raise concerns without fear of repercussions, according to an analysis published in the MIT Sloan Management Review. Employers can work toward this goal by supporting employees’ backgrounds, employee resource groups and recognition programs.
