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Belonging is the driving force of human behaviour. Our sense of belonging to a community provides us with the feeling of security that makes us happy and helps keep us safe.
At work we want to be connected, supported, and proud to be associated with our employers. We want to be seen for our unique contributions and valued for the work we do. When we feel like we belong at work we are more aligned with purpose and people. And aligned employees generate better business outcomes.
The growing impact of loneliness at work
As one of the biggest challenges facing society today is loneliness, feeling like we belong at work is more important than ever. One in two Australians report being lonely and more than half of CEOs say they feel lonely at work.
Many senior executives I’ve worked with have shared how lonely they’ve been at work. I certainly recall this from when I was in a senior role. I couldn’t talk to my boss about it, in case she thought I wasn’t up to the role. I couldn’t discuss it with my team, as they expected me to have the answers. And my husband didn’t understand as, at that stage, he hadn’t been in a senior role. It wasn’t a great time in my life.
The impacts of loneliness are far-reaching. Our feelings of isolation make us more prone to anxiety and depression, which correlate directly with engagement, productivity, and profit. When it comes to absence from work, depression, and anxiety can cause long-term sickness absence and, conversely, presenteeism.
The last two years have led to debilitating loneliness in many, especially those that combined living alone with working from home. The impact of a hybrid working style in the future needs to be carefully considered, especially in relation to who crave the return to the office and the company of others.
When we feel like we belong, we feel included
Diversity, equity, and inclusion (DEI) are no longer a nice-to-have. DEI is about embracing diversity, and including everyone, treating them equitably, regardless of their ethnicity, gender, sexual orientation, religion, age, education, disability, background or any other characteristic.
It’s not a “one-size-fits-all”, however when you provide the opportunity for everyone to fully participate at work and have equal opportunities for career progression, you will have a culture of belonging with an innovative and productive workforce.
Employee experience is overtaking engagement
Data from Live Tiles Employee Experience Pulse Check for Australia highlights that employee experience matters. This doesn’t mean it’s time to install pool tables and pinball machines.
A standout finding in their research is that a whopping 37 per cent of employees are willing to switch to a job offering lower pay in return for a better experience at work. While we know that “employee experience” is hugely personal, and there is no set approach to employee engagement, providing working conditions that suit the working styles and lifestyles of your people will go a long way to improving their experience at work.
However, perhaps the biggest way to create a culture of belonging at work is to ensure your people feel cared for and valued.
I once had a manager say, “I shouldn’t need to say ‘thank you’, I pay you.” Let’s just say I quit that job soon after that enlightening conversation.
The importance of feeling cared for at work cannot be overstated and organisations must demonstrate that they genuinely care about their people to be competitive in today’s workplace.
Creating a culture of belonging is not easy, especially if you have a disengaged, lonely and frustrated workforce. However, the benefits of people who thrive, teams that are aligned, and a healthier bottom line, make it worth it.
Mel Kettle is the author of the award-winning menopause blog, Just as Juicy
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Your organization's culture determines its personality and character. The combination of your formal and informal procedures, attitudes, and beliefs results in the experience that both your workers and consumers have. Company culture is fundamentally the way things are done at work.
Shandel McAuliffe
Shandel has recently returned to Australia after working in the UK for eight years. Shandel's experience in the UK included over three years at the CIPD in their marketing, marcomms and events teams, followed by two plus years with The Adecco Group UK&I in marketing, PR, internal comms and project management. Cementing Shandel's experience in the HR industry, she was the head of content for Cezanne HR, a full-lifecycle HR software solution, for the two years prior to her return to Australia.
Shandel has previous experience as a copy writer, proofreader and copy editor, and a keen interest in HR, leadership and psychology. She's excited to be at the helm of HR Leader as its editor, bringing new and innovative ideas to the publication's audience, drawing on her time overseas and learning from experts closer to home in Australia.
