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strong sense of inclusion. Integrating D&I into recognition also improves recognition outcomes. At companies where the two strategies are linked, 88% of employees agreed that recognition leads to higher levels of productivity, engagement and a stronger sense of belonging and inclusion. Undoubtedly, there are real, tangible benefits to be gained when these two strategies are integrated. To truly drive cultural change within the organisation, leaders need to start by listening and acting on employee feedback, which is critical to empowering their workforce. At a time where employees are rethinking their career priorities and relationship with work, employers must assess whether their organisational culture is benefiting or compromising the employee experience.
Cultivating a stronger sense of belonging through recognition and D&I
Combining recognition and D&I strategies also creates positive outcomes for your employees’ sense of belonging in your organisation. Employees who are recognised more frequently for their work are 4.5 times more likely to feel a strong sense of belonging, and employees who feel valued and accepted at work are 2.15 times more likely to feel a sense of belonging. A sense of belonging is critical for driving individual and organisational success. A recent survey conducted by the Achievers Workforce Institute found that employees with a strong sense of belonging are significantly more likely to be engaged in their role, in addition to being more than twice as likely to be produc-
tive and satisfied with their job — all of which contribute to greater employee retention. How can companies not just recognise D&I efforts, but also ensure that recognition is inclusive, to build a greater sense of belonging among their employees? I recommend the following four approaches: • Bring your programs together: Unite leaders of both Recognition and D&I programs to discover how each set of initiatives can work together. Planning in a silo will mean continued separation, whereas bringing those planning initiatives together will help develop organic alignment between programs. • Add recognition to existing D&I initiatives: Encourage employees to recognize D&I efforts among their peers, as interactions with co-workers contribute to feelings of inclusion and belong-
Although correlation does not imply causation, the fact that these two factors are linked is enough cause for HR leaders to sit up and take notice 56
| March 2022
