Article: Tackling unbelongingness: Leadership strategies for retention and engagement

Employee Engagement

Tackling unbelongingness: Leadership strategies for retention and engagement

When employees feel unseen, unheard, or undervalued, they start seeking greener pastures. Discover how purpose, trust, and leadership can rebuild belongingness and loyalty in your organisation.
Tackling unbelongingness: Leadership strategies for retention and engagement

Today, social media is filled with HR buzzwords related to attrition, all of which mirror the realities of our current times. The Great Resignation, quick quitting, side hustles, quiet quitting, and the like are existing phenomena. These result from the shifting priorities of the labour force and market, an unpredictable economic environment, the temptation to make fast money, professional freedom, skills gaps, title hunting, etc. The list is endless. These factors contribute to the complaints and heartburn of companies dealing with quick staff turnover. Hashtag, the Great Betrayal.

In my 25 years of corporate and leadership experience, I have observed that while companies often rush to fly over the turbulence caused by attrition, they frequently conduct mundane, stereotypical analyses that focus on the problem but fail to explore it deeply. Moreover, while some hot buttons trigger an employee’s decision to leave, there is rarely a single determinant.

A business organisation is a social group comprising humans. These humans have a relationship with the organisation. As in life, such affiliations face challenges and crises from time to time. Reflecting on these crises, I ask: what causes them? Why would someone explore greener pastures? Is it because they no longer find purpose in their role? Does the organisation’s culture or strategy no longer align with its goals? Or do they lose trust in the company and leadership, perpetuating a vicious cycle of distrust?

As I see it, employees lose a sense of belonging when they perceive things to be different from their expectations or when they feel treated unfairly. At times, corporate compulsions also cause collateral damage. In these moments, employees ask themselves key questions, which, if truthfully answered, can provide insights into belongingness and guide organisational action.

Am I meeting my purpose?

The purpose is built, not found. An employee’s purpose is their fundamental reason for existing within the system. It unifies the elements of their being and gives their career direction. Employees ask: Is this the kind of work I want to do? Does this work inspire a sense of forward momentum? Does this place have people like me? Do I enjoy being here? What legacy am I building, and how am I developing my career?

People guided by purpose are happier, healthier, and generally more successful. Purpose drives engagement, motivation, and performance. When organisations demonstrate a common sense of purpose that resonates with employees, it builds their self-belief and cultivates belongingness and loyalty.

Am I being told the truth?

Trust is the highest-denominated currency of any relationship. If employees trust the organisation and its leaders, the glue binding them strengthens. Trust is built brick by brick when employees feel the organisation communicates truthfully. Employees ask: Is the company transparent about its current state? Do leaders communicate truthfully, regularly, and consistently across functions and geographies? Does the company listen to my questions and consider my ideas? Can it handle criticism constructively? Do leaders connect with my affiliation and self-actualisation needs?

When organisations are passive and indifferent in communication, loyalty becomes fragile. However, authentic and consistent communication that ties employees’ contributions to the organisation’s vision fosters belonging.

Do I get along with my immediate manager?

People don’t leave organisations; they leave people. For most employees, the immediate manager becomes the face of the organisation. Employees ask: Does my manager genuinely value my work, or am I just tolerated? Is my manager understanding and fair? Can I trust them to help my career? Does my manager give me credit and visibility? Will they support me through my mistakes? Do they demonstrate empathy and respect?

Although organisations invest in building managerial capabilities, recurring research indicates that many managers fall short of trust. This gap undermines belongingness. A strong relationship with the immediate manager is critical for retention.

Am I rewarded adequately?

Let’s face it: most people work for money and associated rewards. When the wrong people are rewarded, the right ones quit. Employees feel disappointed and ask: Is my compensation worth the time I dedicate? Are rewards transparent? Is meritocracy valued, or is favouritism prevalent? Do I receive appreciation for my efforts, or am I only noticed when I err?

While it’s impossible to please everyone, organisations that signal a genuine appreciation for talent and walk the talk on rewards foster loyalty and belongingness.

Do I like the company policies?

Small things often make a big difference. Employees evaluate: Are policies fair and people-friendly? Do they offer tangible benefits? Are they progressive enough for current challenges? Do they support work-life balance? Does the company glorify overwork? Do policies address the needs of women employees navigating marriage, mobility, and maternity? Are benefits seen as costs, or does the organisation understand their importance?

When organisations view policies as investments in employee wellbeing rather than costs, loyalty and belongingness thrive.

To conclude

Fostering belongingness cannot be the sole responsibility of HR. It is a collective mandate for everyone in leadership roles

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Topics: Employee Engagement, Culture, #EmployeeExperience

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