New Study Examines Why Belonging at Work is Crucial During Crisis
New research from Center for Talent Innovation points to stark differences in workplace experiences along lines of race, gender, and ethnicity, and calls upon companies to make dramatic change
At a time when the pandemic, economic fallout, and social uprising have magnified inequities in American society, new research from the Center for Talent Innovation (CTI) calls upon business leaders to create workplace cultures that drive a sense of “belonging” for all employees.
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The new report, The Power of Belonging: What It Is and Why It Matters in Today’s Workplace, measures employees’ sense of belonging and finds that White men score higher than female employees and employees of other races or ethnicities. Among those groups, Black women and Asian women score the lowest.
The nationally representative survey of 3,711 college-educated professionals was fielded in February and included a scale with 24 questions used to calculate a “belonging score” ranging from 0 to 10. Respondents’ median belonging scores were analyzed across a broad range of demographics including gender, race/ethnicity, generation, LGBTQ identity, and status as a parent, veteran, or immigrant. Belonging was defined as being 1) seen for your unique contributions; 2) connected to your coworkers; 3) supported in your daily work and career development; and 4) proud of your organization’s values and purpose. The report offers data-backed solutions for what organizations, leaders, managers, and colleagues can do to promote a workplace culture of belonging for all organizations
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Belonging scores correspond with positive career indicators. Professionals in the highest quartile of belonging scores are far more likely than those in the lowest to say they are very engaged at work (97% vs 54%), very loyal to their organization (93% vs 35%), intend to stay at least two years (88% vs 61%), and would recommend their company as a good place to work (71% vs 17%). A lack of belonging is associated with negative outcomes. Those in the lowest quartile of belonging scores were over four times as likely to say they felt “stalled” in their careers compared to those in the highest quartile (47% vs 11%).
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