We’ve written much about how the pandemic has created a shift in employees’ values and attitudes. Employees expect more from their organisation than simply a transactional arrangement, and are increasingly seeking a greater sense of connection, belonging and inclusion within their workplaces.

This isn’t surprising given that social belonging is a fundamental human need, hardwired into our DNA. And yet, in 2019, 40 percent of people said they felt isolated at work, with the result being lower organisational commitment and engagement. Now, after months of pandemic-enforced isolation, social restrictions and working from home, we can only expect this number has increased.   

Many organisations have begun to take note of the link between employees feeling a greater sense of belonging and inclusion and overall productivity and performance. In fact, belonging was at the top of the 2020 Global Human Capital Trends Survey as one of the most important human capital issues. 79 percent of survey respondents said that fostering a sense of belonging in the workforce was important to their organisation’s success in the next 12–18 months, and 93 percent agreed that a sense of belonging drives organisational performance. 

As Australia begins to make the transition to “the new normal”, we examine how employers can cultivate a culture of belonging when the feeling of disconnection is so prevalent in the workforce. 

Understanding ‘belonging’ 

In order to cultivate belonging, it will be important for organisations to understand what it means for their employees to feel a sense of belonging in the current climate. Traditionally, organisational efforts to foster belonging have primarily focused on making every individual feel respected and treated fairly in an inclusive work environment. Indeed, twenty-five percent of employees identified environments where workers feel they are treated fairly and can bring their authentic selves to work as the biggest driver of belonging. However, while this remains foundational, the effects of the pandemic have seen many organisations identify other significant ways in which to increase feelings of belonging. 

Fostering purpose and contribution

The first of these is through fostering employees’ sense of purpose at work through contributing to meaningful shared oganisational goals. A survey by McKinsey found that nearly two-thirds of US employees said that COVID-19 has caused them to reflect on their purpose in life, and those who felt they lived their purpose at work were more productive than people who didn’t. They are also healthier, more resilient and more likely to stay at the company.

Moreover, when employees feel that their purpose is aligned with the organisation’s purpose, the benefits expand to include stronger employee engagement, heightened loyalty and a greater willingness to recommend the company to others. In fact, 44 percent of employees reported that feeling aligned to their organisation’s purpose, mission, and values – coupled with being valued for their individual contributions—was the biggest contributing factor to their feeling of belonging at work.

While companies and their leaders can have a big influence on the individual purpose of their employees, they have limited direct control over it. Companies therefore need to help employees optimise their sense of fulfilment from work. This can be achieved by establishing a corporate purpose that considers the company’s role and contribution to society, and by providing employees with meaningful ways to reflect on the company’s efforts and their impact. When employees feel aligned with this purpose and believe their work makes a valuable contribution towards this shared goal, statistics show they are five times more likely to be excited to work at a company. 

Improving and harnessing connection 

According to the Global Human Capital Trends survey, thirty one percent of employees said that having a sense of community and identifying with a defined team was the biggest driver to their sense of belonging at work. This is unsurprising given the circumstances of the last 18 months, with a significant number of people transitioning to the working from home model. 

These shifts in workforce composition have been a growing challenge for organisations and leaders. Not only are they forced to contend with managing hybrid teams, but their employees have experienced increasing feelings of social isolation, with 54 percent of employees revealing increased feelings of loneliness since the start of the pandemic. 

Alternative work arrangements are likely to stay the course in at least some capacity, with many employees continuing to work from home or working alternative hours. In this way, it is expected that staff may not feel as though they socially “belong” to an organisation, particularly if they are not physically entering into the workplace on a regular basis and are not able to physically interact with their team. This can make it harder for them to feel a sense of belonging at work and can make it more challenging for people in traditional work arrangements to feel a sense of unity with them. 

It will be particularly important for leaders to effectively manage hybrid teams, ensuring the feeling of connection stays strong by encouraging social interaction and regularly checking in with those working from home. 

Put a spotlight on psychological safety 

As well as encouraging teams to spend time together and connect, whether in-person or virtually, it is worth noting that the quality of these professional relationships is incredibly important. Oftentimes, the relationships employees have with their managers and colleagues define how psychologically safe they feel at work. Psychological safety means that those within a team feel safe to voice opinions, take risks and ask questions, without fear of being criticised or judged. Employees that feel psychologically safe would typically demonstrate open communication and connection to their colleagues, thus giving rise to a greater sense of belonging at work. 

By building leadership training centered around inclusivity and empathy, workplace leaders will be able to foster the kind of team culture that creates positive psychological outcomes; workers can feel empowered to respectfully challenge norms, allowing them to proactively – rather than reactively- identify issues and opportunities. 

If you’re looking for staff, contact Bayside Group today. Our consultants are specialists in their area of expertise, allowing them to identify unique areas of opportunity for your organisation.