How can you create a sense of belonging for underrepresented groups in the workplace?

Having an understanding of your starting point will help determine the level of belonging that exists and the actions needed to create an improvement to belonging in your organisation. This can be done in many ways. Quantitatively the data insights for employee listening surveys illustrate employee sentiment by answering a series of questions pertaining to belonging. For example, “I feel connected with my company values” or “my contribution is valued by my team”. Qualitatively, the comments from surveys can be rich and meaningful in understanding underlying issues and impediments to belonging. Periodic surveying builds a clear picture of the organisation’s belonging and allows for targeted initiatives to improve a sense of belonging.

Acredito que realizar pesquisas de clima também com esses grupos, vai direcionar melhor a gest?o a entender onde está o déficit da organiza??o em rela??o aquelas pessoas e a partir daí, é possível criar um planejamento para que eles se sintam acolhidos e parte de todo o conjunto operacional da empresa.

Don’t let a lack of understanding your starting point get in the way of taking action. It can take time and effort to gather the data (which I agree is important) but while you are doing this you can communicate your intention to create a culture where everyone feels that they belong and ask for people to come forward if they are interested in getting involved. This way you create a group of passionate colleagues who will start to raise awareness of topics important to them and by sharing their experiences you create something that really resonates with others in your organisation. This starts to build belonging.

Na minha experiência, acredito que iniciar com uma avalia??o criteriosa e abrangente do ambiente atual, identificando lacunas e desafios específicos enfrentados pelos grupos sub-representados é crucial para ent?o criar um sentimento de pertencimento, todo individuo precisa se sentir visto e acolhido, para que se sinta parte e integrado a um grupo.

Assessing the current state should be an ongoing system which should be in place to allow open dialogue with teams and individuals. Creating safe spaces and opportunities to share views, opinions and feelings will allow an understanding of the organisations culture and ways in which to nurture aspects to create an environment which allows for a better sense of belonging.

In my experience it is important to adress systemic, historic and interpersonal uniquenesses among your work force and refrain from treating every diversity initiative with a one size fits all approach. Empower your people to articulate their needs without fear of retribution and empower your teams to think globally and interpersonally. Training everyone in EQ constantly tempers passive aggressive interactions and creates self sufficiency.

Oferecer programas de educa??o e capacita??o para líderes, visando aumentar a conscientiza??o sobre quest?es de diversidade, equidade e inclus?o é fundamental. Isso fortalece a lideran?a para criar ambientes mais inclusivos, e é sentido diretamente entre as equipes, que se sentem confortáveis em expressar opini?es e sentimentos de forma aberta e transparente.

There are always three ways to enable under-represented in any organisation or set-up 1. Provide infrastructure to support the under presented 2. Empower and educate the leaders, colleagues and peers to create an environment of comfort 3. Enable the under-represented to have a voice and navigate the workspace with confidence. All these together can support people to feel accepted and appreciated for who they are. When people are accepted, they feel belonged and are always more productive and happier.

It is also important to ensure that leadership actively supports and communicates the value of diversity, thereby setting the tone for an inclusive culture.

Inclusive leadership role modelled from the top of the organisation demonstrates accountability and commitment to the workforce that belonging is important. This can be achieved by executive development programs utilising assessments, coaching and peer experiential learning over several months. In my experience, a program to build inclusive leadership competencies was extremely insightful and beneficial to leaders who went on to build their own DEI narratives to share with their teams demonstrating vulnerability and creating psychological safety. In addition, leaders created action plans of what they planned to start/stop/do differently/say in order to create belonging. This program is being cascaded to middle management and employees.

Create a zero-tolerance policy for microaggressions, discrimination, and harassment. Establish clear channels for reporting incidents and ensure that they are treated seriously and addressed promptly. Recognize and celebrate the diverse backgrounds and cultures of your employees by organizing events, workshops, or activities that promote understanding and appreciation of different traditions and perspectives. Regularly seek feedback from employees,Listen and take action! Establish metrics and regularly assess the progress.Hold leaders and managers accountable for creating an inclusive workplace and achieving diversity goals. Diversity is not complex. Be a good person, care for each other, respect each other and understand each other.

Building and leveraging Employee Resource Groups (ERGs) helps create communities and awareness across all diversity dimensions and belonging throughout. DEI leaders can leverage their ERGs to advocate the DEI strategy, support initiatives and be the eyes and ears of inclusion. With an operating framework, dedicated working time and recognition, ERGs are invaluable in driving cultural change and belonging. Celebrating cultural moments is another opportunity to raise awareness and acknowledge differences. Whether it’s Women’s History Month, Pride, International Day of Persons with Disabilities just to name a few, these moments throughout the year carve recognition moments into the annual calendar and keep us talking about our differences.

It is also advisable to create an inclusive Community for the underrepresented. One that will drive growth, and give them a sense of belonging or family. Also in this community, mentorship opportunities can be developed in order to support career development for these employees. It will help in fostering a sense of guidance and community. This community will create open communication Channels and encourage open conversations about diversity and inclusion, allowing employees to share their experiences and concerns.

Desenvolver iniciativas que promovam a participa??o ativa e o envolvimento dos funcionários sub-representados, visando auxiliar na inclus?o de grupos de afinidade, mentorias e eventos específicos que celebrem a diversidade e o sentimento de pertencimento. Além disso, buscar implementar sistemas eficazes de monitoramento, contribui na avalia??o deste progresso ao longo do tempo. Utilizar feedbacks constantes e indicadores-chave para medir a inclus?o, a participa??o, a satisfa??o dos grupos sub-representados e o sentimento de pertencimento s?o iniciativas cruciais.

Surveying provides insights both qualitative and quantitative at a certain moment in time. Active listening and employee engagement provides alternative opportunities to reach employees and find the stuff the data doesn’t show. Listening sessions, small group or one on one sessions provide safe spaces for employees to engage and speak of their personal experiences.

We can also address behaviours that inhibit belonging and further support those who don't have a voice or are overlooked by creating opportunities that allow them to speak up and contribute. We need to clearly define the importance of valuing cultural and stylistic differences. We can also ask for perspectives from multiple team members and allow everyone to have an opportunity to share their thoughts during meetings, even if they differ from other opinions ─ that's what challenges the norm and how new ideas are born.

Having spoken recently to several people from minority groups I am more and more convinced that if you want to attract a diverse workforce you need to role model diversity at the top of the organisation. People are attracted to organisations where they can see that they will fit in. For me, this means we need to work harder to ensure the leadership of the organisation is diverse (through targeted recruitment) and to communicate the steps we are actively taking to make our organisation more inclusive.

Creating a sense of belonging for our staff is not a science but more a process of reverting back to our basic principles of human interaction while disrupting our normal patterns within those interactions. Checking in on new members of your team, being open to, recognising and incorporating new approaches and ideas. Encouraging people to offer diverse or dissenting opinions. Asking others, ‘what points of view have I not yet considered?’ These are some of the simple interactions that we can disrupt and view through a different lens.

Creating a sense of belonging in any organisation starts at the top. An inclusive culture has to be fostered by the leadership teams in your organisation. If this is not taken seriously or welcomed by those in the C-Suite positions, then it's pointless! Giving people opportunities to speak up (in meetings) is definitely a way to move the needle in creating these environments. But if those at the top aren't truly invested in changing the status quo in their organisations it won't happen. In conclusion, the works starts at the top. We must see those from underrepresented groups in those leadership positions, so a sense of belonging isn't just words. After all, people can't gain a sense of belonging without seeing tangible change.

It’s important to acknowledge that creating belonging is not a one off exercise. There is no score and nor is it fixed in time. Belonging requires dedicated focus and commitment over a longer period of time to understand sentiments, create awareness, demystify biases and nurture openness to each other’s differences. There is also no one size fits all and varies from company to company, team to team.