Belonging. Is more than being included
Belonging is often described as an outcome of inclusion; however, when organisations invest in initiatives that bring people together and encourage participation, they create opportunities for connection. That being said, while these are important, belonging is rarely established through inclusion alone.
Belonging develops through experience.
Reinforced by everyday interactions, relationships and organisational behaviours, which have been discussed in my earlier articles, it reinforces whether someone is genuinely valued, understood or supported. These types of experiences influence how individuals are perceived in the workplace and whether they feel psychologically safe enough to contribute authentically.
Belonging is experienced. Not communicated
Organisations communicate their values through employer branding, recruitment campaigns and onboarding programmes. These touchpoints are important because they establish expectations long before an individual joins an organisation. However, belonging cannot be embedded within a values statement or experienced through a single onboarding session. It should be developed gradually throughout the course of the recruitment journey, and for employees, these are reflected in daily interactions such as:
Conversations managers choose to have.
Opportunities created.
The confidence to ask questions without fear of judgement.
Being honest and not being reprimanded.
Reassurance that if a mistake has been made, this is an opportunity to learn and grow rather than a reason to withdraw.
When you can learn from experiences and reinforced positive communication, these are far more powerful. Individuals can then feel psychologically safe within your presence and within the business.
The role of advocacy
In my previous articles, I have also explored the distinction between recognition and advocacy. You may recall, I asserted that recognition acknowledges contribution and advocacy is demonstrated through opportunities created. You can read the previous article here.
For individuals entering a new organisation, these moments can have a profound influence on how quickly they begin to feel part of the business and the internal communities. When colleagues invest time in explaining unwritten expectations and introducing internal networks and different clubs such as book clubs, running clubs, etc., they are helping someone transition from being an outsider to an insider.
This transition represents one of the most significant stages of the employee experience.
The transition from outsider to insider
Every organisation has cultural norms; some of which are documented through policy, but some "cultural norms" are not documented; instead, they are felt by those within the business. These can show up through:
How meetings are conducted
When it is accepted to challenge an idea
How relationships are formed
Whom people approach for guidance -and those who aren't approached
What success looks like beyond formal objectives
From a sociocultural perspective, this is unsurprising. Learning develops through engagement and participation rather than formal instruction alone. Similarly, social identity theory suggests that individuals gradually develop a sense of belonging through groups around them who they identify with. These theories have been discussed in previous articles and continue to be important implications for onboarding, particularly in the current labour market.
What this means for Talent Acquisition and Employer Brand leaders
Employer brand and talent acquisition often focus on talent attraction and those who are perceived to have values that align with the organisation. This, of course, remains essential as individuals need to feel comfortable with their environment; however, it is only the beginning of the relationship.
If organisations communicate "a sense of belonging" externally, they must also ensure that it is the reality of the internal environment. It requires advocacy. It requires individuals to turn up for each other.
Belonging could be viewed as a result of inclusion, but perhaps it is more accurate to view it as an outcome of consistent advocacy and shared experience. Food for thought?