Belonging: The Secret to Building Engagement for Employees of All Backgrounds

Abstract The author posits that leaders must learn to welcome and implement a concept that, while newer to our talent management vernacular, is actually as old as human nature: belonging. This is a fundamental human need. Yet, to find it, we paradoxically often retreat into our “tribes”—those who share our opinions, ideologies, geographies, socioeconomic backgrounds, and, often, our ethnicities or races. We most naturally “bond” through similarities rather than “bridge” across differences. Belonging does not replace diversity or inclusion in the talent management vernacular: It supports and enhances them. Research is presented from The Power of Belonging , a unique study by Coqual (formerly the Center for Talent Innovation). It shows that belonging is the missing link, the dynamo that drives and delivers on D&I's promises to retain and advance all employees, by enhancing employee engagement, strengthening loyalty and retention, and decreasing feelings of stall. The research identifies five specific senior leader behaviors that connect to high employee belonging scores, which are described in detail in the article. They are (1) embody the organization's values, (2) model inclusive leadership, (3) openly talk about their values, (4) forge personal and authentic connections with employees across the organization, and (5) tell stories.