Belonging vs. Inclusion: What’s the difference, and why is it important?

An executive we coach shared with us his frustration that one of his highest performing direct reports submitted her resignation. The executive said what bothered him the most was the direct report’s reason for leaving. They indicated the culture the executive team had created for the company made the employee feel like they did not belong. This executive added that he had worked hard to include this employee in important decisions, but other team members had struggled to embrace this and her role in the company.

The topics of diversity, equity, and inclusion (DEI) have become important aspects of company culture in today’s climate. While DEI practices can help acquire employees from diverse backgrounds and give them equal opportunities to succeed, many candidates are reluctant to join/stay in an organization because they feel like they don’t belong. This leads us to one of the newer concepts of “belonging” that has been added by many organizations to the DEI framework.

Why is this concept so important? Belonging has been linked to top drivers of engagement, well-being, and retention. Although belonging may be the newest component added to DEI, the need to belong is not new. Like the need to eat, belonging is a basic primal human need. Especially in times of chaos and uncertainty, the need to have a strong connection to our colleagues and workplace becomes even more important. Most likely, this need to belong has been heightened by the pandemic and the increase in remote work. Studies have shown that when employees feel a strong sense of belonging, the risk of turnover drops by as much as 50%.

Belonging is different from inclusion because it is a feeling that employees get in the workplace rather than a concrete resource or action that others can provide. An employee can be included in a meeting or invited to a social event and still not feel like they belong.

Below are four key drivers of belonging that can help leaders create an environment where team members feel they truly belong.

Manager Connection/Empathy
We have always said that the manager directly correlates to an employee’s satisfaction. We now know that same is true regarding an employee’s sense of belonging. The employee and manager’s relationship is a key driver of belonging. A manager needs to show empathy and genuinely care about the employee, as well as their ideas and well-being, in order for an employee to feel they belong. Employees need to feel their ideas are listened to and heard. This doesn’t mean that we act on everyone’s ideas. This is just not possible. But employees need to feel that their ideas are valued and given consideration within reason. Once an employee feels their manager genuinely cares, the levels of trust will also increase.

Alignment with the Mission and Values
We know that when employees personally identify with the company’s mission and values, they have higher levels of engagement. The same holds true with belonging. The more an employee is connected to the overall goals and mission of the company, and those aligned to their own personal values, the higher the sense of belonging to the organization. You see this a lot in non-profits and startups. Employees are not paid well, but they are working toward a goal they deem worthy or that aligns with their personal goals. Employees like to belong to something bigger than themselves that has purpose and meaning. The more the organization and manager can show the employee how their work connects to the overall goals and objectives of the department and organization, the higher level of belonging they will experience.

Connection and Shared Goals
Another way employees gain a sense of belonging is through shared norms, values, goals, and experiences. When departments include employees in developing the team’s goal, they experience higher levels of engagement and belonging. Beyond the shared goals, the organization and each department have shared norms of what is acceptable and customary. These shared norms help employees feel connected to their team and organization. Through culture, norms are how we execute our values. One example of a shared norm we find interesting is when people show up to meetings. For some organizations, is it expected to show up 5 minutes early, others 15 minutes late is acceptable. When our own values align with the shared norms, we have a higher sense of belonging. The more employees have a chance to connect with each other and gain shared experiences, the more they will feel that they belong. The more control a team has over their area’s values and cultural norms, the more it helps individuals feel connected and a part of that team.

Recognized and Valued
One key aspect of belonging is feeling recognized, valued, and listened to for their contribution. Recognition can come from coworkers, managers, or the organization. The more employees feel recognized and valued, the higher the sense of belonging. Listening is a key to recognition and feeling valued. Employees can be included and invited to a meeting, but unless their opinion is respected and valued, they will not feel that they belong. Leaders need to show that they genuinely care about employees. We are not saying you have to become best friends with your employees, and we suggest you don’t [if you feel differently, see our blog on the topic – link to blog], but showing empathy, listening, and valuing their input will go a long way to helping employees feel that they belong.

Employees want to feel like a key member of the organization whose skills are needed and valued. Creating a culture where team members feel like they truly belong will ultimately drive even better business results for your organization as well as increase levels of engagement and organizational commitment, allowing team members to contribute to their full potential.