As we continue to adjust to Covid-19’s disruptions and see Black Americans killed by police, hate crimes against Asian Americans surge, and people in Georgia fight for equal voting rights, the question of what “belonging” means in American society is reaching into the workplace as it never has before. CEOs, corporate boards, investors, consumers, and employees continue to demand action against racial injustice and movement toward more-equitable workplaces — ones where all employees belong, regardless of their racial or ethnic identities. Against this backdrop, business leaders no longer require a “business case” for a focus on diversity, equity, and inclusion (DE&I); they are well aware. Now they need corporate leaders and advisers to help them keep the ambitious promises they made over the course of the past year.
What Does It Take to Build a Culture of Belonging?
To impose the changes needed to achieve promises of racial justice, equity, and inclusion, organizations require all hands on deck — at levels of the company. But widespread support on any effort can be difficult to garner, especially when it comes to DE&I work. An essential part of this is to create a culture where every employee, regardless of their background, feels they belong.
Based on research by Coqual, it is said someone belongs at work when they are seen for their unique contributions, connected to their coworkers, supported in their daily work and career development, and proud of their organization’s values and purpose. While a lack of belonging is the challenge, especially for people of color, building it is a crucial strategy for healing — and for galvanizing support of all DE&I work. As organizations map ways to meet their commitments to racial equity and justice, closing these belonging gaps will help them join employees in a common mission — and to retain and engage employees of all backgrounds.
HBR Learning