Can measuring a Sense of Belonging replace traditional Employee Engagement Surveys?

My personal reflection was prompted when a dear colleague of mine recently shared the potential shift in thinking with me.

?Employee Engagement

?Employee engagement both as a framework and a construct is still a growing body of research aimed at linking it to organisational performance and success. With years of research suggesting that higher levels of employee engagement tended to result in better productivity, higher profitability, and lower turnover rates than organisations with low levels of engagement.

?However, there is a lack of uniformity and consistency across various psychological sub-fields on the construct of employee engagement. Employee engagement is frequently used interchangeably with engagement, work engagement, colleague engagement and personal engagement. The inconsistent interpretation of the construct could be explained by the slow uptake of work engagement by professionals following the academic research of the construct (Macey & Schneider, 2008).

?Over the years we have also been exposed to a range of concepts proposed as a replacement for employee engagement, including Work-based Identity, Meaningful Work, Employee Satisfaction, Wellbeing, Employee Empowerment and Culture surveys.

?Sense of Belonging – Why now?

?There have been several recent global events that have highlighted the importance of a sense of belonging for individuals and communities around the world. Some examples include:

• The COVID-19 pandemic has forced people to stay at home and limit their social interactions. This has increased feelings of isolation and loneliness, highlighting the importance of social connection and a sense of belonging.
• The Black Lives Matter movement has drawn attention to systemic racism and discrimination and has emphasised the importance of creating inclusive and equitable communities where everyone feels like they belong.
• The ongoing refugee crisis has highlighted the importance of providing support and resources to people who have been displaced from their homes and communities. Creating a sense of belonging for refugees is critical for their mental health and well-being.
• Political polarization around the world has created divisions between different groups of people. Creating a sense of belonging across these divides is critical for promoting understanding and cooperation.

?What does the research tell us about Sense of Belonging?

?Research (Baumeister & Leary, 1995; Fulmer & Gelfand, 2012) has shown that a sense of belonging is a crucial factor in employee well-being and organisational success. When employees feel like they belong, they are more likely to be committed to the organisation, to stay with the organisation long-term, and to be more productive and engaged in their work. In addition, employees who feel a sense of belonging are more likely to collaborate with others, share knowledge and ideas, and work towards a common goal.

?To create a sense of belonging, organisations must focus on building a culture of inclusion, respect, and support. This can be done through a variety of strategies, such as encouraging collaboration, creating opportunities for employees to share their ideas and feedback, and investing in employee development and training. Additionally, organisations must ensure that their policies and practices align with their values and promote a sense of belonging for all employees.

?The benefits of a sense of belonging extend beyond employee well-being to the success of the organisation. When employees feel a sense of belonging, they are more likely to be loyal to the brand, which can lead to reduced turnover and increased productivity. A culture of belonging also creates a positive brand image for the organisation, which can help to attract top talent and create a competitive advantage.

?A sense of belonging is a powerful concept that has the potential to replace employee engagement as the primary measure of employee well-being and organisational success. By focusing on creating a culture of inclusion, respect, and support, organisations can create an environment where employees feel valued, connected, and motivated to contribute to the success of their brand.

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References:

Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529.

Fulmer, I. S., & Gelfand, M. J. (2012). At what level (and in whom) we trust: Trust across multiple organizational levels. Journal of Management, 38(4), 1167–1230.

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organisational Psychology, (1), 3-30.