Belonging at work: a definition
Belonging means feeling accepted and valued as part of a group. This sense of connection can significantly impact how employees perceive their role and contribution within the workplace. The concept of belonging in the workplace is fundamental to many key business initiatives, including diversity, inclusion, equity and equality.
Why is belonging in the workplace important?
Employees who lack a sense of belonging at work may feel insecure about their long-term role within the business. In contrast, employees who feel they belong are more likely to see their contributions as part of a bigger picture, fostering greater motivation and engagement.
Our recent Work Wellbeing report revealed that belonging is one of the most critical factors influencing wellbeing in the workplace. However, the report also highlighted a general decline in workplace wellbeing. Supporting this, Indeed’s Chief People & Sustainability Officer, LaFawn Davis, noted that ‘work wellbeing has still not rebounded to pre-pandemic levels.’
In the following sections, we explore potential causes of a lack of belonging in the workplace and suggest solutions to address this challenge.
What is ‘belonging uncertainty’?
‘Belonging uncertainty’ occurs when individuals are unsure whether they truly belong at work. This uncertainty could be due to feeling judged or excluded based on their religious beliefs, cultural background, neurodivergence or how they dress. Employees from historically underrepresented backgrounds may experience belonging uncertainty if they don’t see others like them represented within the company culture.
When employees feel uncertain about their belonging in the workplace, it can result in reduced motivation, engagement and higher turnover rates. This sense of disconnection may lead disillusioned employees to seek opportunities elsewhere.
What makes employees feel a sense of belonging at work?
In order of importance, these are the top three ways that help employees feel a sense of belonging at work:
- ‘Feeling like my company cares about me as a person’
- ‘Having friends at work’
- ‘Understanding how I impact other people/teams in my organisation’
Strategies for employers to boost belonging in the workplace
Considering these top reasons, below are some possible strategies for encouraging belonging in the workplace.
Encouraging opportunities for socialisation
Socialising with colleagues, both in and outside of work, can help employees feel a stronger sense of belonging in the workplace. However, this may only sometimes be the case. If employees can’t participate in an activity, they might feel excluded.
To address this, employers may consider:
- Employee cultural and religious background (especially regarding drinking alcohol)
- Accessibility requirements for employees with disabilities
- Dietary preferences or requirements
- Scheduling a variety of different activities catering to a range of accessibility needs and interests
- Varying degrees of activity participation (e.g. spectating at after-work sports events)
- Accommodating employees with parental or caregiving responsibilities, such as offering remote or child-friendly options
Employee resource groups (ERGs) can create opportunities for employees to socialise based on cultural interests or activities. ERGs are also a space for employees to exchange ideas. For example, an ERG might suggest inclusion issues and a more inclusive approach to internal communications.
Fostering trust in management and leadership
Leaders can foster trust by introducing an open-door policy, ‘speak up’ policy, or allowing employees to become more involved in strategic decision-making. For example, giving employees more autonomy at work may make them feel more engaged and confident in their skills.
As noted in our guide to distributed leadership, leaders can empower employees by ‘letting people and teams express themselves, but being the net’. By providing a layer of support or ‘net’ to autonomous teams, leaders can ensure that they still receive business strategy direction.
Businesses can create a harmonious balance between autonomy and belonging. For example, enabling a culture where employees can be themselves while feeling they belong is key. Leaders might consider this as a healthy ‘culture add’ rather than ‘culture fit’, where people don’t necessarily have to conform with others completely to feel like they belong. As explained in our article on cultural bias, hiring for culture fit can even be a form of discrimination.
Rewarding employee contributions
Recognising and rewarding employees can significantly enhance their sense of belonging by making them feel like an appreciated team member. It makes them aware that their part in the business’s success does not go unnoticed. When designing rewards, employers should consider:
- Giving rewards that feel personal: leaders who offer personalised rewards helps connect to an employee’s unique interests, goals and lifestyle. For example, an employee interested in fitness may appreciate rewards such as gym vouchers or complimentary spin classes.
- Public recognition: Openly celebrating employee achievements helps them feel recognised for their efforts. Highlight employee achievements through internal communications to ensure their work is acknowledged and celebrated.
- Providing opportunities for growth: Career progression opportunities could help businesses to retain talent in the long-term. Offering career progression, promotions and bonuses helps retain top talent and demonstrate long-term investment in employees.
Belonging at work fosters professional growth, drives innovation and enhances employee engagement. However, with many employees experiencing ‘belonging uncertainty,’ it’s important for employers to take proactive steps to address this. Strategies such as creating ERGs, recognising and rewarding employee contributions and promoting a healthy balance between belonging and workplace autonomy can make a significant difference.
