Building A Culture Of Belonging In The Workplace
David Alto
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Today I'm sharing a Forbes article written by my friend Geoffrey M. Roche.
With all of the conversation around the Great Resignation and quiet quitting, it has been encouraging to see more leaders also discussing culture. The culture of an organization is important, and it is truly a key element when it comes to recruitment and retention. Additionally, when we think about career mobility, the right organizational culture can make all the difference in whether someone starts in the organization and further grows into other roles at the same organization.
Currently, another workforce trend is being discussed: “career cushioning ,” a trend where employees look for "Plan B” jobs, network and scan job boards as safety measures against possible future layoffs. A?survey by Bluecrew ?in September found that "two-thirds of employees plan to look for a new job to combat inflation in the coming year."
This idea of career cushioning also speaks to culture, because if the organization is truly committed to career mobility, there are ways to envision moving an individual into another role to help them succeed. Now, I also acknowledge that at times, organizations do need to eliminate positions as part of various restructuring efforts; however, how they go about that work still speaks to their organizational culture. When you consider all of the different generations in the workforce today, the phenomenon of quiet quitting and career cushioning becomes even more intriguing. A recent report from the social media company Snap Inc. shared how “Generation-Z will compose?30% of the workforce by 2030 ?– and their after-tax income is expected to reach $2 trillion in the same time frame.”
As a Millennial, I have found it critical to truly consider all of the various generations in the workforce. For example, many Gen-Z employees grew up in a digital age, so the way they communicate can be very different from other generations. Additionally, during the Covid-19 pandemic, we saw the world evolve quickly into online communication, particularly in education and the workforce. There were also many other societal changes and challenges occurring at the same time, including significant economic, social and racial situations that literally were featured over the internet. As you can imagine, this all has impacted how many Gen-Z?view their educational and career trajectory . Leaders must not judge but rather find a way to build community and generate a culture of belonging.
Looking at these factors is important because it speaks to why organizations must invest in their culture and ensure that in every facet of the organization, there are intentional efforts to create a sense of belonging for all. Many organizations will do this through developing employee affinity groups or hosting cultural discussions and meals. However, given all of the different generations in the workforce today, I believe it is crucial that all leaders understand how and what it is like to communicate with different generations. As leaders, we cannot just expect others to follow us and our models. We must be willing to adapt to meet others' needs because, in doing so, we can further build a community that recognizes and values the importance of diversity, equity, inclusion and belonging.
To assist leaders in addressing these issues in their workplaces, I would recommend that they consider taking the following steps:
? Create a working environment that ensures accountability for physical and psychological safety for all.
? Foster connection and build community with a focus on coaching, mentorship, networking, and belonging.
? Ensure employees feel empowered and have flexibility that helps them best connect with their work and life.
? Create a foundation where all workers feel that they matter, which means they feel valued and respected regardless of their role.
? Ensure there is an equitable system where every employee is supported as both a person and professional, and that they are recognized as a vital contributor to the mission and vision.
When you consider the?statistics of our workforce crisis ?today in many industries, building a culture of belonging in the workplace is truly a moral imperative. Consider also that a large percentage of our workforce is retiring and will continue to retire in the next several years. In industries like healthcare, it is critical that we build pathways that bring new employees into both clinical and nonclinical roles. However, if leaders and organizations do not invest in their culture and work toward building and sustaining a sense of belonging, their retention figures will continue to worsen, and it will be a struggle to fill important and necessary roles. That is why I believe that when organizations talk about recruitment, retention, the Great Resignation, quiet quitting, career cushioning or other workforce trends, it is imperative that they always look at their culture and ensure they are doing everything possible to maintain one that values and holds others accountable to diversity, equity, inclusion and belonging.
Follow Geoffrey M. Roche on?LinkedIn or check out?his?website
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