What is the feeling of belonging and why is it so important to take care of it?

The conception of work and Human Resources has changed a lot in recent decades. In the middle of the last century it was thought that money was the only incentive that people had to work, and today we know that this is not the case.

The economic motivation is always present when it comes to transferring the labor force to a third party, but work gives us much more than economic resources. The company offers us a environment in which we can develop personally and professionally, in which we can socialize with others and establish different types of relationships.

Good proof of this is that the number of people who decide to change jobs because they are not comfortable has increased in your current company. It is possible that they like the work and are satisfied with their salary, but if they consider that the atmosphere with their colleagues and bosses is not good, they will never feel fully integrated and will end up leaving.

The companies that see their turnover rate increase due to this factor are failing when it comes to creating and growing the sense of belonging among your staff members. But what is that feeling really and why is it so important?

Table of Contents

The feeling of belonging in the company

The human being is a social being, who needs to relate to others and feel integrated within a group.

One of the most important groups to which we belong throughout our lives is that of our company, because it is one of the places where we are going to spend the most time. Frequently, we spend more time with our co-workers than with our own family. So, we need to feel that we are integrated within that group.

The feeling of business belonging is also known as work engagement, and is related to the feel part of something. Identify yourself with the values of the company and with the team in which you are integrated.

Although we are talking about a feeling that is subjective, the actions of the company have a direct impact on it.

A practical example

Let's imagine a employee starting work in an office. When the first day arrives there is no one to receive you, arrives at his job and has to introduce himself to his colleagues.

No matter how sociable that new worker may be, they are in a moment of stress and nervousness before starting a new job, so it may cost them a little more to connect with others.

It may be that after a week or 10 days you still do not trust the people around you and feel a bit lost in an environment where everyone seems to get along. Then there will be the feeling like it doesn't fit, and this could trigger a job abandonment.

Now imagine the opposite situation. That new employee who arrives nervous have a support person from the first moment. A worker who will not only explain what you have to do and show you the facilities, but will also take care of introducing you to the rest of your colleagues. 

This will make the new employee feel much more sheltered, knowing that you have a trustworthy person. You will be much more open and will begin to establish new ties with the people around you. The result is that in a short time you will be comfortable in your position and with your surroundings, you will then begin to develop a sense of belonging That will make that person not even consider leaving their position.

A human-centered approach

 

The difference between the two situations that we have just exposed marks the action by the company. In the first case, he does not show any interest in the person beyond his work, while in the second he cares about the worker on a personal level as well.

 

Numerous studies show that the feeling of belonging drives organizational performance and reduces rates such as absenteeism and turnover. Therefore, it is convenient for the company that its employees feel comfortable in it. Therefore, you must do everything possible on your part to achieve that feeling of well-being.

 

The key seems to be to put people at the center of interest, trying to improve your experience as much as possible. For this it is necessary to have, first of all, a culture that enhances human relationships and that focuses on supporting employees throughout their professional development.

 

It's not just a matter of whether employees get along with each other or with their bosses, it also influences the relationship with your company. Thus, if a person feels very comfortable with their colleagues, but sees that the company does not value their efforts, it is most likely that they do not feel that loyalty or belonging that we are talking about.

 

Adopting a human-centered approach requires changes at different levels:

 

Selection process

 

How the company conducts the selection tells a person a lot about what type of corporation it is. If the candidate realizes that the election is being based on unconscious biases and not in objective factors, it will be more complicated for the feeling of belonging to arise, although in the end he is the one chosen to occupy the position.

 

Because, deep down, the new employee will think that he has been chosen because he studied at the same school as the recruiter, because he went to a good university, or because he has an attractive physical appearance, but not for really important factors to fulfill their tasks such as hard and soft skills. This can generate something similar to imposter syndrome, and end up causing a voluntary resignation.

 

leadership type

 

The way in which leadership is exercised in the company can also have a positive or negative influence on the feeling of belonging of team members.

 

The classic style boss, who is authoritarian and does not listen to anyone below him, never gets loyalty from his subordinates. If they obey him, it is more out of fear than conviction.

 

However, the new forms of leadership do promote fidelity. With bosses who are much more accessible and willing to listen to other opinions, who get their subordinates follow them out of genuine conviction and not because they feel compelled to do so.

 

Training of work teams

 

In companies in which templates are too homogeneous It is difficult for the feeling of belonging to develop effectively in those who they don't quite fit in what seems to be the profile of the typical worker.

 

For example, in a workforce made up of men in a 95%, women will always feel somewhat displaced, almost as if they were the exception to the norm.

 

This can be solved by creating diverse templates, made up of employees of different sex, age, social status, educational level, nationality, culture, etc. A diverse template not only enriches the company at all levels, but also facilitates adaptation of new employees, whatever their status.

 

Is it worth earning employee loyalty?

 

The company has to work hard and make changes so that the feeling of belonging strongly arises in its employees, this leads many corporations to consider whether it is really worth it. The answer to this question is clear: it is worth it, because the benefits obtained are very interesting.

 

  • When workers feel comfortable in their workplace, they are absent less and are less willing to quit, that is, they absenteeism and turnover rates drop, which translates into significant savings for the company.
  • A worker with a strong sense of belonging is highly committed and makes the company's objectives his own, which means that he is much more effective at work.
  • A committed worker has no problem when it comes time to spend some extra time on your tasks.
  • Employees who are comfortable in their jobs and feel valued are the ones who they achieve their full potential, overcoming the barriers that may be holding back their capabilities and being more proactive.

 

There is no master formula, a set of actions that, when implemented jointly, manage to foster a feeling of belonging among the members of the workforce. In fact, what works for one company might not work for another, and this is because employees will have different needs depending on their position, the type of company they work for, the sector of activity, etc.

 

What does exist are a series of actions that are known to, in general, help to promote job fidelity. Among them, having a good atmosphere and one good workload distribution. Eliminating factors such as stress, work saturation, and promoting equality in the treatment of all employees, it will be much easier for the feeling of belonging to arise and for the company and its employees to enjoy all the benefits derived from this .

 

With Hiritn you can get to know your candidates beyond the CV and thus know the adjustment to the job and the company. Learn how to have more engaged employees, book a meeting with us here