The Value of Belonging at Work

Social belonging is a fundamental human need, hardwired into our DNA. And yet, 40% of people say that they feel isolated at work, and the result has been lower organizational commitment and engagement. U.S. businesses spend nearly $8 billion each year on diversity and inclusion (D&I) trainings that miss the mark because they neglect our need to feel included. Recent research from Betterup shows that if workers feel like they belong, companies reap substantial bottom-line benefits: better job performance, lower turnover risk, and fewer sick days. Experiments show that individuals coping with left-out feelings can prevent them by gaining perspective from others, mentoring those in a similar condition, and thinking of strategies for improving the situation. For team leaders and colleagues who want to help others feel included, serving as a fair-minded ally — someone who treats everyone equally — can offer protection to buffer the exclusionary behavior of others.

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Authors: Evan W. Carr , Andrew Reece , Gabriella Rosen Kellerman and Alexi Robichaux
Published: December 16, 2019, on hbr.com
Photo credit: Freudenthal Verhagen/Getty Images


Why Culture Matters, According to Google's Former Head of HR

Google's Former Head of HR Issues a Warning That All Business Owners and Leadership Teams Should Read

Culture matters, now more than ever. Laszlo Bock shares three reasons the timing has never been better to invest in your organization's culture.

Culture influences decisions, and decisions make or break businesses.

This was the message Laszlo Bock shared in his latest LinkedIn post. He also issued a warning to organizations that are deciding whether or not to invest in corporate culture.

"Failures of culture have been the single biggest destroyers of value in the last five years," he wrote.

Bock understands the importance of culture more than most. The former senior vice president of people operations at Google helped build the organization into the behemoth it is today. Throughout his 10-year career (2006 to 2016), he grew Google's workforce from 6,000 to 76,000 employees. And no, it wasn't about the free food, lava lamps, and beanbags, if you ask him. It was about making work a little more enjoyable and productive each day.

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Author: Michael Schneider, INC. contributor
Published: September 20, 2019 on Inc.com